Ever wondered what happens with the Business Growth Service? This case study was work carried out by Growth Accelerator funded coaching through Pera Consulting Ltd. The coaching consisted of 5 day sessions at three weekly intervals.
Session One:
During the first session the Growth Mapper was used to identify areas within the business that are critical to business success. Sustainability (as in environmental sustainability) and Access to Finance were not relevant to the business at the time.
The Growth Mapper identified a number of areas of less agreement among the three board members.
All agreed that the areas of Operations and Leadership were strong.
Work in the first session centred on Change, Innovation, Marketing & Sales, People & Skills, Strategy and Cash. The first tier of challenges in each area of the Growth Mapper was highlighted in all areas except Marketing and Sales where the focus would also be the second tier of challenges.
From the discussion a number of actions/activities were identified to be worked on before the next session.
Session Two:
During the second session the actions from the first session were reviewed and discussed further.
The CORE Business Plan was completed. The goals were set around, turnover, profit, number of customers, number of employees, income stream, product mix and customer dependency. The yearly goals were set up to financial year 2017/18.
The Business Model Generation Canvas as also completed except the value proposition and customer relationship sections. Strengths, weaknesses, opportunities and threats were also added.
The Master Classes chosen were Understanding, Protecting and Exploiting I.P., Creating Competitive Products and Services and Understanding Unmet Customer Needs.
From the discussion a number of actions/activities were identified to be worked on before the next session.
Session Three:
During the third session the actions from the second session were reviewed and discussed further.
The critical focus for the business was added to the CORE Business Plan. Three areas were highlighted; number of employees (people resources), product mix and number of customers.
The customer segment section of the Business Generation Model Canvas was discussed in more detail. How products fitted with certain customers? Which customer segments are likely to be fruitful quickly? Who are likely to be the important decision makers and useful entry points? Who could provide useful information to clarify thoughts where needed?
The Value Proposition Canvas was completed for one product.
From the discussion a number of actions/activities were identified to be worked on before the next session.
Session Four:
During the fourth session the actions from the third session were reviewed and discussed further.
The actions were divided into the three areas of critical need lifted from the CORE Business Plan. The three needs were staff planning, business awareness and strategic marketing direction.
The customer relationship section of the Business Generation Model Canvas was discussed in more detail. Account management and business development management was discussed and a plan developed for both.
Marketing communications were discussed forming initial thoughts around a Go-To-Plan. The marketing/sales process was discussed in detail and the beginnings of a plan developed.
From the discussion a number of actions/activities were identified to be worked on before the next session.
Session Five:
During the fifth session the actions from the fourth session were reviewed and discussed further.
‘Go-To’ Market Implementation Plan was discussed in detail and a time bound action plan developed. The Value Proposition canvas was discussed as a tool in designing new products as well as developing marketing messages. A new product roadmap and customer input surveys were also discussed.
From the discussion a number of actions/activities were identified.
P.S. The picture is of the sculpture “A Case History” by John King. I think it still is in Hope Street, Liverpool. I’ll check the next time I go.
