Strategic Planning Made Simple Workshop - WQA 18 Business Operations Boot Camp
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The slide deck from Tim's workshop at WQA's Business Operations Boot Camp in Denver
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Semelhante a Strategic Planning Made Simple Workshop - WQA 18 Business Operations Boot Camp
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Strategic Planning Made Simple Workshop - WQA 18 Business Operations Boot Camp
- 1. Strategic Planning Made Simple Tim Miles 2018 WQA Business Operations Boot Camp
- 3. Preface
- 4. WHAT’S THE KEY TO SUCCESS TODAY?
- 7. COMMUNICATION KEY1 You cannot expect someone else to change his behavior until you’re first willing to change your own.
- 8. WARM-UP
- 9. LET’S RAISE THE STAKES
- 10. FOR WHOM AREYOU HERE?
- 11. WHO ARE THE PEOPLE ON YOUR TEAMYOU DON’T WANT TO LET DOWN?
- 12. LET’S MAKE THIS REAL
- 13. PAGE 35
- 14. ABOUT QUESTIONS
- 16. How many of you check your phone before you get out of bed?
- 17. WILLIPEDIA
- 22. Tony Schwartz New York Times, 11/28/15 According to one recent survey [by Adobe], the average white-collar worker spends about six hours a day on email. That doesn’t count time online spent shopping, searching or keeping up with social media. The brain’s craving for novelty, constant stimulation and immediate gratification creates something called a “compulsion loop.” Like lab rats and drug addicts, we need more and more to get the same effect. “
- 23. The average consumer? The average teenage girl? Disengaged workers?
- 24. We are the MOST DISTRACTED GENERATION in the history of the earth!
- 26. And Yet…
- 29. There has also never...
- 30. The Pit of Mediocrity...
- 31. The Coming Year…
- 32. How?
- 33. Now that the cycle of new is eating itself in a race to ever faster, there’s a better chance to make long-term, significant change by getting back to focusing on what works... not what’s merely new and shiny.
- 34. What are we going to do today?
- 35. 25 YEARS
- 36. 400+ PAGES
- 37. 2 DAYS
- 38. 2 HOURS
- 39. I’m going to give you a glimpse behind the curtain at what’s worked.
- 40. Intuitively for more than two decades.
- 41. It’s been my obsession to give it structure for over four years.
- 42. FRAMEWORK
- 43. DIAGNOSE
- 44. THE GOOD NEWS?
- 46. Simple can be harder than complex... to be simple, you have to get your thinking clean, but you get there, you can move mountains.
- 48. Pancakes & Bacon
- 50. Goals &ValuesGOALS AND VALUES
- 51. Goals &Values Strategic Planning GOALS AND VALUES STRATEGIC PLANNING
- 52. Goals &Values Strategic Planning GOALS AND VALUES STRATEGIC PLANNING
- 53. Goals &Values Strategic Planning GOALS AND VALUES STRATEGIC PLANNING
- 54. Goals &Values Strategic Planning GOALS AND VALUES STRATEGIC PLANNING CUSTOMER EXPERIENCE
- 55. Goals &Values Strategic Planning Customer Experience Messaging GOALS AND VALUES STRATEGIC PLANNING CUSTOMER EXPERIENCE MESSAGING
- 56. Goals &Values Strategic Planning Customer Experience Messaging MediaMEDIA GOALS AND VALUES STRATEGIC PLANNING CUSTOMER EXPERIENCE MESSAGING
- 57. MARKETING?
- 58. PAGE 12
- 59. hic sunt leones
- 60. Goals &ValuesGOALS AND VALUES
- 61. 86
- 62. WHIRLWIND
- 63. CALL THE PLAY
- 65. Because of the nearly limitless distractions, your team MUST be on the same page.
- 66. “What is it, specifically we’re trying to make happen?”
- 67. If asked privately and separately, would your team give me the same answer?
- 68. Is your team singing the same song, playing the same score, running the same play?
- 69. Are you sure?
- 70. 20/20 VISION
- 71. 20/2/0 VISION
- 72. “What’s your 20- year vision?”
- 73. “What do you need to do in the next two years to set up that vision?”
- 74. “What five to seven things need to happen? What’s most important? What’s in your way?”
- 75. S.M.A.R.T.
- 76. 1. Specific 2. Measurable 3. Actionable 4. Realistic 5. Time-Bound
- 77. “What do we need to do on DAY ZERO?”
- 78. “If every other area of our company remained at its current level of performance, which one area would we want to improve the most to have the biggest impact?”
- 80. “Who will do what by when?”
- 85. “Who will do what by when?”
- 87. Tell me about your last three parties, and I will tell you about your company.
- 88. NOW…
- 89. What tools will you and your team use to help you get where you’re going?
- 90. VALUES
- 91. VALUES DETERMINE THE STRENGTH OF A BRAND
- 92. WHAT IS A BRAND?
- 93. APPLE
- 94. DISNEY
- 95. STARBUCKS
- 96. TRIFEXIS
- 97. YOUR GRANDMA
- 98. YOUR BUSINESS A brand is simply the sum total of all the mental images and feelings - good and bad - a customer has about your company ... even if that customer hasn’t done business with you yet.
- 99. We buy what we buy because our choices remind us - and tell the world around us - who we are. WHOAREYOU?
- 100. Building a strong brand is simple, but that doesn’t mean it’s easy. WHOAREYOU?
- 101. All you have to do is mirror the values you already hold dear ... as do thousands of others in your market. WHOAREYOU?
- 103. WHOAREYOU?
- 104. WHOAREYOU?
- 105. A brand diamond consists of five values that reflect how a person or company thinks, acts, and sees the world.
- 106. Consistent, frequent use of their five values has helped our clients grow by double- and triple-digit percentages over our years together.
- 107. They make you feel how you feel by consistent, frequent use of their five values.
- 108. Architecting how a customer feels about you is called BRANDING.
- 109. You’ve always had these values… even if you haven’t always consciously been using them.
- 116. WITHOUT A PLAN TO USE THEM
- 117. Goals &Values Strategic Planning GOALS AND VALUES STRATEGIC PLANNING
- 118. SYSTEMS, POLICIES, PRODUCTS, ASSURANCES, PROCEDURES CHOICES & OBSERVABLE ACTIONS THAT MANIFEST YOUR CORE VALUES AND PURPOSE IN EVERY TOUCH POINT
- 119. WHAT ARE YOUR TOUCH POINTS?
- 120. EVERY INTERACTION WITH A CUSTOMER OR CUSTOMER-TO-BE
- 121. Just the beginning
- 122. COMPANY CONSTITUTION 1. Business Model 2. Walking the Talk 3. Your Market Potential & Share 4. Your Competition 5. Your Marketing Budgets 6. Your Blind Spots 7. Your Customer Profiles 8. Your Guarantees, Signals, Warranties & Assurances 9. Your Communities 10. Your Team
- 123. Business Model
- 124. Walking The Talk
- 125. Walking The Talk
- 126. MPo & Share
- 127. Your Competition
- 130. It’s far easier and more profitable to keep current patients happy than to acquire new ones.
- 131. THE MATH OF GOOD CUSTOMERS
- 132. What’s the value of a customer over her lifetime?
- 133. How much does each lead cost?
- 134. How much does it cost to acquire a new customer?
- 135. These questions remind you it’s far easier and more profitable to keep current patients happy than to acquire new ones.
- 136. Your Blind Spots
- 138. Your BHAWAGs
- 139. Your Communities
- 140. Your Team
- 141. You
- 142. WHAT’S THE KEY TO SUCCESS TODAY?
- 145. COMMUNICATION KEY1 You cannot expect someone else to change his behavior until you’re first willing to change your own.
- 147. Strategic Planning Made Simple Tim Miles 2018 WQA Business Operations Boot Camp