Tagged: EnergizeGrowth NOW

Few of us could ever predict when the rotting tree in our company is going to collapse. To make matters worse, even fewer of us know where the rotting trees are located. As a result, sales stagnate, clients leave, and innovation halts.

From our “You Cannot Make this Stuff Up” department, Apple’s Steve Jobs leads the i-pack.

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You see, Steve likes to respond to random customer email inquiries. When college senior Chelsea Isaacs tried reaching his media relations department five times, they never responded. Isaacs proceeded to contact Jobs directly for help….

My community keeps asking me to provide videos to generate new business growth ideas, discover new go to market strategies, and accelerate revenues.

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You asked, and I listened.

The YouTube EnergizeGrowth® Channel  is now live.

Every month, I will post fresh new content and CEO interviews on the EnergizeGrowth® Channel….

 

Patricia_Wheeler_200 The term "best practices" is SOOO yesterday.


In this guest post from Patricia Wheeler of The Levin Group, you will hear why.She proffers three strategies you can implement immediately to ensure you are defining the next big thing, and avoid falling behind the leadership curve. Without these strategies, you will find your products and services becoming commodities faster than the hottest song from Lady Gaga.

  


In her new book, Adrian C. Ott summarizes the new 24/7 customer when she says “For innovators and marketers it is not about the TIME value of money; it is about the MONEY value of TIME.”

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This contemporary study of customer behavior in a time deficient world will expand your perspectives on strategic positioning and selling….

AMBULANCE Your business is a living organism – something that has potential to grow and thrive long after you’ve played your role in it. Yet many firms are still smarting from a very tough recession, and feel like they are on life support. The “new normal” has accelerated industry consolidation, longer sales cycles, fee pressures, and tight credit. If you are a seriously growth-oriented B2B company, what can you do to ensure that you swiftly return to wealth creation mode?

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You may blame today’s services growth challenges on the “new normal.” Yet many services firms are thriving in spite of tight credit, cost-conscious clients, and escalating competition. What do they have in common? A practical, easy to understand growth plan and a system for consistently promoting their brand. 

Do you have a similar blueprint to succeed and thrive… or are you leaving your fate in the hands of a few good clients to keep your teams billable?

In my book, I give you some guidance on the four dimensions of defining your ideal client. I have discovered an additional dimension to consider adding to your list: “Level of Chocolate Addiction.”

One of my clients, John Courtney, recently visited Helsinki, Finland with his family. John is the President of NextJob, and a fellow chocolate fan. Having just returned from a client engagement in Helsinki, I could not help myself but rave about Finland’s native Fazer confections….

News You Can Use: The IMF projects global growth will reach 4 1/2% this year. The recovery is underway, especially in the U.S., Canada, Brazil and China. What one thing can you do differently NOW to leverage this positive trend? (P.S. “status quo” is not a viable option)

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Here is the research summary: http://www.imf.org/external/pubs/ft/survey/so/2010/RES070710A.htm

 …

Several months ago, Chip Conley and his investors faced a fork in their growth plan.

Conley, the CEO of Joie de Vivre Hotels in San Francisco, California and three-time business author, witnessed competing hotels facing potential foreclosure. According to Trepp LLC's Foresight Analytics,  about $5.6 billion in securitized mortgages tied to hotels is coming due this year and next, and 27.8% cover properties that are now estimated to be worth less than their mortgage alances. Analysts are forecasting that the hotel industry will not regain its full strength until 2013.

Conley had some tough choices ahead. He could either choose to stay small, ignore the pressure to bring in more partners to cover the difference (a form of benign neglect), default on a few properties, or attract more capital from new investors to fuel growth and acquire distressed properties. Ultimately, he and his team agreed to sell a majority stake in JDV to Geolo Capital and pursue the latter option.

I had the pleasure of meeting Conley this month, and how he intends to thrive amidst a dismal industry shakeup.

If you lead a company that is facing debt problems, limited access to capital, a critical growth crossroads, or a combination of all three, invest 17 minutes to hear Chip's sage growth advice.

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