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Creating Strategic
Advantage (Business Strategy Development)
Creating Strategic Advantage is a series of strategic steps with focused guidelines that demand specific actions
– an intuitive methodology with built-in checkpoints. It’s a process that successfully mandates strategic change throughout the company.
It’s a process that forces dynamic change. It’s a process of strategic steps that is both systematic and powerful; an approach to focus
your company’s position in the markets you must control and demands the development of new and creative strategies (revenues) in the
shortest possible time. |
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Business Continuity Planning
(Risk Management)
Business continuity is the uninterrupted availability of all of the resources necessary
to operate your enterprise at a level acceptable to senior management. There’s a subtlety in the way that definition
is structured - the focus is positive. It concentrates on maintaining uninterrupted availability, not just reacting to
disasters. Business continuity of every business function may not, and probably will not, be necessary to meet senior
management’s requirements for an acceptable level of operation. Degraded levels of service by certain business
functions may also be acceptable, within a given timeframe. So, in the event of some form of disruption, the enterprise
is not trying to maintain normal operation, but is trying to maintain acceptable operations. "Acceptable” can varies
with the enterprise, the required cost and with
management’s objectives. |
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Raising Capital
& Funding (Winning Business Plans)
The hard part is done! - the product and the first customer. Now seed capital is needed
to launch the business, and to get that capital, the sources of investment are banks, venture capitalists
or an angel investor. Most of these sources of investment require a business plan, which for many
business owners is most difficult part of launching the business: translating your idea, your vision, into a
formal document designed to convince a skeptical investor to provide the seed capital you require. The first step is writing a formal business plan,
which forces you to answer the tough questions - it really forces the business owner to address the "holes" in their
plans. |
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Life Cycle Marketing (Product Development/Product Management)
Geoffrey Moore, in his two books "Crossing the Chasm" and "Inside the Tornado" expounds
of the need to recognize and understand technology adoption life cycles. This applies not only to technology but to most
products and product lines. Expanding on this concept, management needs to recognize that Life Cycle Marketing is
the methodology to link the diverse worlds of sales and marketing to the real world of the customer. It is critical to
recognize that new tools, processes and techniques will be required to achieve the business goals going
forward. |
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