7 Steps To A Healthy Growing Business (illustrated) Lindy Asimus

BETTER BUSINESS GU
UIDE

2010
©Lindy Asimus
© s

Step 1
Be Clear: What Purpose Your Business Serves

Step 2
Yes You Need A Business Plan – Your Blueprint & Action Program

Step 3
Repeat After Me: “The Business Is Not Me.”

Step 4
Engage Good People

Step 5
Know The Numbers In Your Business
7 Steps To A Healthy Growing Business | 7/5/2010

Step 6
Be Clear –And Across All Your Responsibilities

Step 7
Set Yourself Clear Boundaries.  There Is Life Beyond The Walls Of A Business

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7 S TEPS T O A H EALTHY G ROWING B USINESS

7 Steps To A Healthy Growing Business
And The Life You Want!

It’s easy to get swamped with ‘the things we have to do’ in our business on any given day. Sometimes
that prevents us from taking care of the bigger issues relating to the business from a strategic point of
view.  I’ve written this guide as a prompt for business owners and their advisors to use to bring some of
these issues to mind. I hope you find it helpful in refocusing on the important things in your business.

~ Lindy Asimus

Step 1
Be Clear: What Purpose Your Business Serves

Understand clearly what it is that you want from the business. Is it to give you a job? Is it to give your
children a job? Is it to keep you occupied and busy? Is it to develop into an asset that you can sell at a
time in the future?

There is no right or wrong answer here – but there are different approaches that could be right or
wrong, depending on what answer you have to this question. If you are buying yourself or a child a job,

then you may be happy being the one who does everything in the business, and be tied to the business
in order for the business to run. If you are starting the business to run as an effective business, that can
be run whether you are present or not, then you’ll be needing to ensure that systems are in place,
standards and efficiencies to ensure consistent production and delivery no matter who is filling each
role.

This option is always available should you decide to switch from being ‘the one who just works in the
business’, to being the CEO of your sellable business.

But remember, knowing your purpose and being able to clearly send that message and live your
business congruently, is one side of the equation.

Making sales is the engine for the economic wellbeing of any business.   No planning is going to help
you if you have not developed a way for the business to bring in good sales, with healthy margins
leading to good profit and ideally, ongoing sales over time with the same customers, referrals and new
customers too.

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Step 2
Yes You Need A Business Plan – Your Blueprint & Action Program

Do you have a written down business plan showing what you are going to do and how you are going to
do it? Or is the closest thing you have to a direction for the business all ‘in your head’?

No it isn’t good enough to have ‘a rough idea in your head’.  And no again… a working plan for your
business is not the work of fiction that you might have thrown together to show the bank, because you
want them to lend you money!

So ‘everybody knows’ what a business plan is.  Or claim to. Really, few people actually do know what a
working business plan looks like, and fewer still have one.  Those who actively work to their plan and
revise and update, are so rare as to be virtually mythical.  Easier to find a unicorn than a business owner
like that!  Make that your commitment.  Write up your plan, and work it.  No fluff. Nothing in it that you
don’t have the will to make happen, and every step written down, that you will take on the way to
getting the results you lay out.  Use it as a compass to keep you on track and be willing to amend it if
circumstances affecting where you want to end up, should change.  Does it have to be set in concrete?
No it isn’t fixed. It is like a map and you may vary your route and still arrive at the destination you want.
If circumstances change, you may need to amend as you go along. Writing it down should not be
confused with it being inflexible.   And you change it when you have a Good Reason only.

Your plan will show your vision for the business, the current position, the position you want to be in at a
set time, and what steps you commit to make happen in that time frame to get there. Leave nothing out
and have every resource you will need to use, documented and accounted for.  It’s your business. If it
looks like nothing you’d prefer your business to look like – that’s your responsibility to make it right.

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Step 3
Repeat After Me: “The Business Is Not Me.”

There is stuff that any business will need. Sometimes it might be stuff that you, as the owner, don’t
want. Sometimes it will be stuff that you don’t want to pay for. Get used to it. The business needs to
function at some level in a consistent fashion. That means there will be equipment that needs to be
available.  Marketing material will need to be available, whether you have the skills or know how, or you
don’t. The business needs marketing. If it isn’t your core skill, the business might need someone to
manage the marketing and someone to make sure the invoices go out – and get paid.  These activities
are not ‘optional’ they are necessary. There are a lot of these kinds of activities that have to happen.
Your responsibility as owner is to make sure that they do.

So the business needs a budget to accommodate the basic things that it needs to function.  The
marketing has to happen… day in, day out, week in, week out. Not just when the orders have dried up
and it is panic time.

In the same way, you need to ensure that your exposure to risk is understood, and any insurance you
need is in place so the business is protected, your personal assets are protected and you get to sleep
easily at night, and not have to be burdened by worry or financially devastated when something goes
wrong.  And something always goes wrong.  Some of it will be totally of your control. Be ready for it.

On the flip side, since the business isn’t you – and the money in the business account isn’t yours… you
will want to ensure that you have set yourself up so that you can collect your pay every week or month
as the case may be. This could be hard for some at times, but you need to be paid just like everyone else

and your planning (and your business plan) should have that covered with the strategy that makes that
just happen.  It’s an old saying and still valid. “Pay yourself first”.  Well at least not last! You’ve loaned
the business money? Well make sure that you have a strategy and a plan for getting that back out in
some time. The things the business needs, the business pays for. That’s not your money, so you can feel
detached from paying it. That doesn’t mean that you waste money, it means that you spend what the
business needs, and spend it wisely.   That’s part of your role and your responsibility to manage this
aspect of your business. Embrace it, as it is the key to your future strength in the business.

There is only one thing worse than having a bad boss. That’s having a bad boss… and it’s you!  So take
care of your interests, just as you let the business interests be taken care of too.

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Step 4
Engage Good People

Get good people around you. Good employees, good advisors and good mentors.  Where do you get
them? You make it your business to hire well, and track down people who will add value to your
business.  Empower them, and let them help you bring your business to full potential.

Employees

You never know how good someone will be until they work for you. How good they are will depend on
several things. One of them… is how good YOU are!   If you want good employees, then you have to be
willing to be a good employer. That means making sure they know what you
want, and that you’ve provided the resources they need, the authority and
training if necessary to allow them to do what you’ve hired them to do!

And remember. You can train skills. You can’t train attitude. So select You can train
skills. You can’t
people with the right attitude for the business, and the right temperament
train attitude.
for the job you want them to do.  For example, you want someone in a role
So select
where they are working alone and doing repetitive detail work? Don’t put
people with the
someone in that role who is a high extrovert who likes to see the ‘big
right attitude
picture’ for things to make sense. They will wither and become despondent
when they are not around people, or involved doing interesting work. Find
someone who likes to know what they have to do and just wants to do that
happily, day in day out.

Also, beware the trap into which many small businesses fall – of letting staff set up procedures and
conditions about how the business will operate, to suit them and not you. Never put others in a position
where they can run the business in ways that suit them, to the detriment of the business.  You never
want your business in the position where it can be held hostage by your hired help (or your hired
relatives!).  Have clearly stated (but flexible) position descriptions, and reporting hierarchy. Have a clear
chain‐of‐command and make sure it is documented so that everyone knows what they are expected to
do, to the standard you want the role carried out, and to whom they report.  This makes managing the
performance throughout the year easy and lets you train as needed and identify any missing resources
that your employees need to carry out their role effectively.

Your role is to run your business. That means taking responsibility for what happens and understanding
clearly what your roles and responsibilities are – and are not.  And making sure everyone else does too.
If managing is not your strength, then hiring a manager could be the solution. Even then, they should be
accountable – and report in a transparent way – to you.

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If you don’t have the skills to do part of what needs doing, then find out how to acquire those skills. If
you need to improve your skills – learn the skills only you can use in your role. For tasks that others can
readily do – find the right person to help bring these skills into the business, and delegate or find
another way around to achieve what needs to happen.  Train and empower your employees to perform
effectively and to be clear, and make sure they are clear, on their purpose and what’s expected of them
too.  Ensure that they have the tools they need to provide to level of service that meets the standards
intentionally set in the business.

While you want to engage good people – you yourself must be a great owner, and role model, for the
sake of the business.

Advisors

Accountant, Lawyer, Bookkeeper, Financial Planner, Business Coach – these are some of the advisors
that you will need to work with in running your business and when hiring an advisor it is important to do
some homework first.  The same goes if you have hired these advisors already. Review their
performance and check it against a measure of what you can determine objectively, you need from
them.   You may want to work through this with an outside party to clarify your issues.

When choosing an advisor, make a list of things that you expect from them. Determine which ones are
‘nice to have’ and which are ‘must have’ and interview the advisor with this list in mind.

What are their service commitments? How will they bill you? What can you rely on them to proactively
tell you about things that you might need, but not know to ask for?

What are your commitments to them?

If your accountant needs something from you then you need to commit to make it available.

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Are you going to consult with them before you go and make decisions around large financial
commitments?

Are you going to pay them on time?

Don’t expect good advisors to stick with you if you are a poor client.  If you are a poor client and they do
put up with you … then you probably have an advisor that isn’t doing the job that you – or the business
– needs.

Your advisors need to be held to some account, (as you do!) and you need to maintain some
accountability to them so that what needs to be done, gets done and in timely fashion.

Your business coach is another who will be in a position to understand your business through your eyes,
and from an outside view. Over time through helping you with your goals and project implementations
and direction meetings, they have a depth of knowledge of your business that is grown over time and an
external perspective to give you the inside scoop on what your business really looks like from inside, and
from outside looking in. This is a powerful asset for you and why finding the right coach with a fit for
your values and frank in their discussions with you is so important. No ‘yes’ people and you want to
maintain that relationship with them over time as the need arises.  The cost for both of you to learn so
much about your business should be considered and that relationship kept in good shape to leverage
that investment already made in time, money and acquired learning, by you both.

To keep the best people around you… be the quality of person who deserves the best.

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Step 5
Know The Numbers In Your Business

Sad to say in many cases, while owners understand certain sets of numbers in their business, they are
often ‘in the dark’ about other numbers which they really need to know intimately, in order to get the
best from their business.  Unfortunately, they are not made aware of these numbers and while I might
think that it behooves their accountant to make them aware, that very often doesn’t happen… and
many accountants themselves are not attending well to these numbers in their own business.

Margins and Markups

“How much do you need
Getting the numbers wrong in this area of the business can to achieve every week,
see you going backwards faster, the more that you sell!    every month to break
even… before you make
When you start discounting your price, the ramifications can
your profit?”
be severe, so you need to understand the full impact of that –
even when you have your starting numbers for your markups
correct.  If you start with the wrong numbers… it can be a disaster.

Marketing

Marketing is often confused with advertising, but is much more and the two need to be clearly
understood as separate activities. Advertising will fall into the marketing plan and form a part of the
overall marketing strategy.  Like any other activity, there needs to be a clear understanding of what
needs to be done and how to do it as well as a method to determine if the money we are spending is
worthwhile.  It is this return on investment (ROI) of any activities that are undertaken, that we should be
able to clearly track and compare, against previous and future activities.

Take the case of an advertisement in Yellow Pages. How many sales were made from this in the previous
year? What’s the dollar value of those sales? How does the cost of that advertising compare with the
return made from investing in that advertising?   How does this year compare to last year? How does
that compare with the cost of new business acquisition from other sources?  What other methods could
you be using that were less costly (reduced size of ad, and more information available on the link to your
website) And importantly, how much return do you expect to achieve above the cost of the campaign, in
order to be satisfied with the results?

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These are things that you need to consider long before you commit to spending money on something
that may or may not deliver the results you need to get value from your spend.   Without measuring
your results and doing a cost benefit analysis on your marketing and advertising, you are gambling.  Not
making sound business decisions.   And Remember! Ignoring your current customers and not nurturing
them is also a costing your business money.  This is so, whether you know it or not.

Sales

Do you pay commission on sales made by your salespeople? Do you let them offer discounts? How does
discounting affect the commissions you pay? Do you offer no incentive in a financial sense to
employees? Is this costing you sales revenue through attracting poor sales people?   Do you train your
employees in product knowledge? Are employees trained in sales skills?  Do they follow the set
protocols when selling to customers, as regards greeting the customer and following a process to ensure

the customer needs are fully explored and met?  Do you have a written protocol for the sales team to
follow?

Discounting is a good way to lose any profit from an item sold.  The amount of money that you reduce
the price to provide that discount comes out of the profit to the business.  If discounting is not attracting
sales of additional non‐discounted stock, then you might wonder: “How is this adding value to my
business?”

Many retailers set up shop and wait for the customers to come in. Yet they neglect to count the traffic
that comes in and so they have no way – no way at all – to measure the conversion rates of shoppers to
sales.  Without that data, there is no way to tell when the conversion for sales per shopper go down, or
improves. That means they have no qualitative way to know for sure, what is working, to generate
more sales, or if something in the process is costing the business in the form of sales not made.

Add to this, many neglect to gather contact detail that allows the business to market to customers
effectively.  If your customer information is not captured on a customer client management system, you

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7 S TEPS T O A H E ALTHY G R
ROWING B USINESS

cannot co
ommunicate w with them efffectively.  Nei
ither will you be able to as
ssess their value to your
business, over time.  This ‘Lifetime V
Value’ is som
mething you an nd the busineess… need to know!

You (and yyour business s), need this d
data to effect
tively target t
the money sppent on marke eting and
advertisin
ng.  It is the fo
oundation for r assessing whhether to speend, or not spend in particular ways.  If you
want your sales team t to be account table, you need to set the rules and giv
ve them the training they n need
to do the best job they y can. Gathering this informmation is as important as presenting pr roducts well. And
you need the informat tion metrics that make me easuring their r performancee ‐ and yours ‐ possible.

Adminis
stration


Again, you
ur procedures should be u o, in the administration of y
up‐to‐date and adhered to your business
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in each an
nd every othe
er departmennt.

Your administrative sta aff and especcially those in charge of paying your acc counts and pu urchasing item
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are in a pa
articularly sen
nsitive role an
nd need to be e overseen in
n their activities, by you.  M
Make sure youu
know wha at is happeninng with the acccounts in yoour business. S
Set up guidelines that mak ke sure you are ‘in
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ce to know wh hat your cashh position is every day.  Maany a
business oowner has pa assed this wor rk to others o ut months or years later th
only to find ou hat they havee
been emb bezzled by thoose who were e most trusteed.  Trust your staff and haave steps in pplace to ensur
re
that their actions are vverified.

Check reg
gularly to ensu
ure that your r compliance obligations are up‐to‐datee, and the mo
onies owed too you
are being paid on time
e.  If your busiiness is running accounts t
that are behin
nd in paymen
nt then the tim
me to

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do something about is now.  Don’t let delinquent accounts cost you money in loss of discounts you can
negotiate for goods you purchase, and don’t let bad payers have you exposed to risk of non‐payment.
Don’t tolerate deadbeats who don’t pay you – and don’t be one yourself! Pay your bills in good time, no
sooner than necessary, but no later.

Operations “You can’t
afford your
Analyze the operations in your business, as you do every department.    business to
be captive
Beware the trap of allowing someone in the business to hold your business hostage. to someone
How do you tell if someone is doing that? You’ll know by how easy it is to tell what else”
they do in their work.

Tell‐tales signs could be that you have someone in a critical role who is the only one that knows exactly
what they do. They hold access to some part of the business that isn’t available to others. They are the
only ones with the access password, or the skill to get in to certain parts of the business, or reports that
you need to manage effectively. “They are the only one who knows how to do X” is a good indicator that
you are in danger of losing control over your own affairs.

This can be a factor in IT areas particularly, and is a dangerous situation to allow it to continue.  In this
case, it can be worthwhile to have your external IT supplier oversee what is happening to ensure that
your business systems etc are running optimally. Make sure you are not being controlled by someone
with limited expertise setting themselves up as in‐house ‘guru’ with only limited knowledge of the topic.

This is important as it can affect decisions and be costing you untold thousands of dollars of value in loss
of facility to manage your business because of this stranglehold.  You will eliminate the possibility of this

by ensuring that all tasks are identified, documented and available in the procedure manual and
position description for each role identified fully.  If someone is away, someone else can grab the
manual and know exactly how to do what is required. And you have the knowledge you need to assess
their performance throughout the year.

You can’t afford your business to be captive to someone else.  Ensure that your knowledge‐base remains
within the business, and the wisdom in your business is not walking out the door when someone leaves,
or holding you afraid of getting rid of non‐performers, or keeping employees who are not carrying their
weight because they are the only ones with the knowledge of that role.

While overseeing employees is vital, let the systems you set up help you manage this.  This should be
something you can do easily and without taking enormous amounts of time or requiring you to
micromanage every staff member.   That’s not your job!

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If setting up systems is not your strong suit, then get help from outside to put this into place.
Remember: Not having systems in your business is costing you money that won’t show up any place on
your balance sheet. It is like ‘leaving money on the table’, and it is through working out your systems
that you can find this extra opportunity and money that you would otherwise let slip through your
fingers without notice.


Breakeven

The ‘break‐even point’ of any business is the dollar value of sales the business must achieve to
cover its fixed costs or overheads and so achieve a profit of $0. Knowing the breakeven point is
helpful in deciding prices, setting sales budgets and preparing a business plan.

The break‐even point has important strategic implications as well. The more certain a business is of
reaching the breakeven point (due to, say, regular customers, guaranteed or contracted income), the
lower the level of business risk. In other words, it is the minimum level of sales the business needs to
avoid losing money.

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To explore this further...

Calculating the break‐even point
Break‐even (unit sales)* =
Total fixed costs $
Selling price (per unit) – Variable cost (per unit)
* The number of units of goods you need to sell to break even

Break‐even ($ sales revenue)**  =

Break‐even (unit sales)   X   Selling price (per unit)

** The total value of sales needed to break even

Example of Break‐even point

XY Company has:
Selling price (per unit)               $10
Variable cost (per unit)             $4

Total fixed costs                      $1,500
“Are you prepared
Break‐even (unit sales) =
to be the CEO of
your business?”
$1,500 / $10 ‐ $4 = 250 units

That is to say, 250 units you need to sell to break‐even.  250 units before you
start to make a profit.

How much do you need to achieve every week, every month to break even… before you are making
your profit?  How much profit on top of that, do you need to be bothered going to all that trouble of
running your business?

Understand what these numbers are so you can set and meet your targets knowingly and with full
intention.

Keep track of these break‐even numbers and you can know when you are starting to go off track and
take steps to get back on track right away.  Problems come when you find out only months later that
you’d lost your way.

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Financial

The financial side of your business needs good oversight and in choosing an accountant to help you in
your business, be clear from the start, what you want from them and communicate this to them. If they
are unable or unwilling to provide you with the service you need, at a price that offers value for the
money you will spend, then keep looking until you find one who is.  Trying to penny‐pinch on an
accountant who can offer you good business advice and guidance as well as complete your compliance
requirements is a false economy.  Find out up‐front what it is going to cost, if you can spread your
payments to ease your budgeting and ensure you know just what you are getting for your money. Make
notes and make sure you get what you are promised.

Remember too, that your financial strategy needs to not only cover what you have – it needs to protect
it from being lost too.  Sickness, and accidents can rip away your plans and dreams if you don’t have
your income and financial assets protected.  Proper risk management lets you protect your current
assets and your future assets.  Many business owners are exposed to great financial risk, and never
know it.  Shining some light on this so you can do something to protect yourself should happen while
you can still get this covered.  It is worth remembering that insurance is not a ‘right’ and can be hard or
even impossible to get, when you realise you need it now.
Similarly, growing your assets is admirable, and safeguarding them
from loss is just as important. Loss can happen though many ways.
Sometimes it can be personal injury or illness, but it can also be
because of claims against a business. Many business owners have “Remember this is
lost their assets because of poor structuring of their business, and your business, and
no thought or action into setting up the business to quarantine
personal assets.    your asset. Treat it
as such, with all
To ensure that you have all possible scenarios covered, there may

be a choice you need to make. Work through with both a legal the diligence and
practitioner specialising in commercial and business law, and your the respect that it
accountant to balance those wishes that you have regarding your
tax planning and what you want regarding safeguarding your deserves”
assets.  This is a choice that every business owner should be

consciously aware that they are making.

Every action has a consequence, and that bit of tax you save, may
or may not be worth having compared to the downside risk.  Use the expertise of your advisors to guide
you through these issues, and bring it up with them, if they haven’t asked you about these matters. We
often assume that our advisors will tell us anything we need to know. Very often that isn’t what
happens.  Be proactive about knowing what you need to know and take responsibility to be conscious of
the needs of your business, and your family.

Remember this is your business, and your asset. Treat it as such, with all the diligence and the respect
that it deserves.

14

Buying & Selling A Business

Buying a business or selling one, each of us wants the best deal possible.   If you are running a business
now, then make it one that is reaching the potential it has so that you can command the best price
when you sell AND make the most of it while you are running it.

If you want someone to buy your business, understand, they are not going to want to spend any more
than they have to for it. So ensure that your business looks appealing by having it ‘sale ready’ at all
times.   This may take some time to accomplish, so start now, and begin working on those areas that are
taking away from the value of the business to someone else – and to you!

Start by knowing what your business is worth right now and work from there.

Succession

This really relates to the previous topic on buying and selling business. In some cases, a business owner
will wish to pass the business on to a member of the family, or someone else.

If you want to pass on the business, then:

• Will they have the money to buy?
• Who else would have the money and be interested in buying?
• How will you get paid for your business?

And if you sell the business to one child in the family, what about the others?  There is much to consider

when looking at succession within a family, and in the marketplace generally. Not everyone with the
skills to run it may be in a financial position to buy it when you want to get out.  If your children buy it,
will they have to deprive the business of money to do so?  Or will you face a miserable retirement
because you don’t want to ask for the money you are due?

Succession is something to consider at the very beginning of starting your business, since the decisions
you make along the way can be affected by the outcomes that you seek to generate.  If you haven’t
done this already, then do it now. Revisit your exit strategy every five years forward and ensure that
your management plan is on track to achieve what you want in terms of final price and profit today and
tomorrow. Set your targets, and prioritize and recalibrate your budget and spending as required to be
consistent with your aims.

Your exit strategy should be incorporated into your plan for the business, from the day you start.  Revise
over time, if your intentions or circumstances change.



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Step 6
Be Clear –And Across All Your Responsibilities

You are the owner of your business. So what role will you take on? Are you prepared to be CEO of the
business?  Are you a better manager? Or are you not a good manager and is hiring a good manager a
better way for the business to go forward?  Are you doing the things in the business that only you are
capable of doing?

As the strategic driver in the business, you need to know where your strengths lie and where they don’t.
If you can promote your business and drive it to heights, by setting up and brokering high level deals,
and setting up joint ventures, and being the Rainmaker, then you do your business no favour by hanging
around and looking over the shoulders of your employees, or sweeping the floor because “nobody else
can do it like you do” instead.  Ensure that everyone knows clearly what their job is (written down) and
that includes you. Define your role, and be accountable for what you need to do.   Make sure that
whoever reports to you as the owner, does exactly that, as and when they are supposed to report to
you.  Make sure they report to you on all the areas of which you need to be aware.


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Step 1

Step 7   Be Clear: What Purpose
Your Business Serves
Set Yourself Clear Boundaries.  There Is Life Beyond The
Walls Of A Business Step 2
Your business is there to support you and your life. Not the other way
around.  Some business owners spend so much of their life in their Yes You A Need
business they lose sight of what’s outside. That’s no life.   Business Plan – Your
Blueprint & Action
Start with a plan for your goals in all areas of your life.   Program

• Business
• Family & Relationships
Step 3
• Financial Wellbeing
• Self Education & Personal Development Repeat After Me: “The
• Health Business Is Not Me.”
• Recreation and Free Time
• Contribution
• Spirituality Step 4
Think about the future beyond the next 12 months and five years. Plan the Engage Good People
things you want to accomplish.  Plot them on your schedule. Make time
for the things that give you pleasure. Make time for family and community
and the things that make life worthwhile.
Step 5
A healthy business needs a healthy owner. Build your business to be as
great as it can be.
Know The Numbers In
Your Business
Create a map for your future and set and meet the goals that you need to,

to reach your best future possible.   Consult your map every day and make
it something that you can look back on and be proud of what you’ve Step 6
achieved, and make that hard work really pay off.
Be Clear –And Across
All Your
Responsibilities

Lindy Asimus works with business owners using these principles
and more, to empower them get what they want from their Step 7
business and their life.
Life Beyond The Walls
Of A Business
For private coaching enquiries phone or email
… Your first call is on me!

Part 2 – The Checklist – Available on Request!

17

7 S TEPS T O A H E ALTHY G R
ROWING B USINESS

You can c
contact me iin these way
ys…
Lindy Asimus
Phone 611 + 403 365 855

Em
mail lindyasim
mus@gmail.c
com


Or write to me:
PO Box 55017
Raymond d Terrace East NSW 2324
Australia
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ng For Busin
ness Owne
ers

Business owners can get help with Business Review, BBusiness & Per rsonal Goals, O
Operational Policies and
anagement, Sta
Procedures, Business ma aff and Sales tr
raining; Social Media Coachin ng and more.

what a coach is? You might th
Not sure w hink of them as s a business ad
dvisor with special skills to he
elp you see you
ur
business w
with fresh eyes,
, and techniques for finding s
solutions to lon
ng‐standing iss
sues that have been holding you
or the busi
iness back.

Social meddia marketing is a new field and we can help you find your way through the maze to m make the most of
your business and person nal experiencee using Twitter,
, Facebook and
d other social m
media platform
ms and integrat
te it
overall busines
into your o ss strategy.

Know sommeone who s should read thhis? Please sh
hare it with t
them! This do ocument may y be freely givven
away so long as it rem
mains intact w
with attributio
on to the aut e this available to
thor. If you’d like to make
give away
y on your own website, yo ou can do tha at too. Same conditions ap pply.  ©Lindyy Asimus 201 10

18

7 Steps To A Healthy Growing Business (illustrated) Lindy Asimus

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