The Power Of Digital Marketing

In our experience, your age has a big effect on your attitude towards your business and how you feel about one day getting out. Here’s what we have found about transition strategy plan and age: Business owners between 25 and 46 years old Twenty- and thirty-something business owners grew up in an age where job security did not exist. They watched as their parents got downsized or packaged off into early retirement, and that caused a somewhat jaded attitude towards the role of a business in society. Business owners in their 20’s and 30’s generally see their companies as means to an end and most expect to sell in the next five to ten years. Similar to their employed classmates who have a new job every three to five years; business owners in this age group often expect to start a few companies in their lifetime. Business owners between 47 and 65 years old Baby Boomers came of age in a time where the social contract between company and employee was sacrosanct. An employee agreed to be loya

Wind Mobile founder Anthony Lacavera has started 12 businesses, six of which he has exited. His exits have ranged in value from the $6 million he got for one of his recent start-ups to $1.3 billion when he sold Wind Mobile. He did it by following two key CEO Exit Strategy tips. •           Understand what kind of company you are running Lacavera has owned hyper-growth unicorns and lifestyle businesses and urges entrepreneurs to be clear about their long-term prospects. Lacavera started a business supplying hotels with internet access and understood the company would be a good cash generator, but would never sell for a mint. He ran the business for almost two decades and used the cash it generated to fund various other ventures. Recently, he finally sold the business, which was generating $1.5 million in pre-tax profit, for $8 million—a relatively modest 5 times earnings, which was fine by Lacavera, because it had served its purpose of funding other companies along the way. •          

Organisations worldwide invest plenty of resources, money and time in Talent Management to retain High Potentials (HIPOTs). These are highly capable, intelligent, and quick learning resources that we are discussing about. Would a hike in salary package, grade, or designation keep them motivated all the way?   Visualize a goldfish inside a tank full of fighter fish. A formula1 car on any heavy traffic road. Shoe polish just beside fruit racks in a retail outlet. How repulsive are these images? That's exactly how hipots will feel if they've to work in an environment that does not suit their culture, aspirations, and capabilities. They are going to feel suffocated and what follows next is the hipot going in search of fresh air.     CAPABILITY MISMATCH:   Consider a situation where your hipot has to report to a manager who seems to be low on general intelligence. The manager would most likely take more time concluding a brainstorming session. The hipot may see this ex

A strategy map is a visual representation of a company's overall objectives and how they connect to one another. This is a guideline for organizational decision makers, which they can utilize to plan and keep track of the progress of their business. Method maps are specifically helpful when your company is going through substantial change. It is vital that the strategy map not change considerably from the version you receive from the coordinator, so that your choice makers can use it to plan the next steps to get your objectives accomplished. Creating A Strategy Map You must develop a  strategy map  at the start of your company, but later on as the modifications happen you can create a brand-new variation. You can alter the strategy map or just develop a brand-new one. Some of the problems that must be included in a strategy are: Start of action strategy Continuous actions End of action plan In addition, you must consist of an impact statement. An effect declaration is a statement

Providing direction to your team members via a strategic planning process gives you the opportunity to clarify roles and responsibilities. To succeed in managing strategic change for an organization, the executives responsible for that change need to have necessary strategic plan in place. To apply strategic change in the organization, there is a need for leaders that can guide this change through a facilitated strategic planning process that takes into consideration front-line concerns. Many team members may have experienced difficult strategic planning processes that did not result in much but reams of paper and plans that go wasted. Don't rush this process too quickly. We all do it, but it can have a negative spiral in an organization. What do you think your team sees when you cant make a clean strategic plan? Make the decision to develop a strategic plan in concert with your team and go for it. This type of strategic planning process is reality based. Years of undeliberate prac