How to Create a Killer One Page Strategic Plan Key Questions 1. Have you already created your strategic plan for 2019 or not? If not, have you started? 2. How much did your business grow in 2018? Was it greater than 25% or less? 3. If you were to grow your business by 25% or more in 2019, what would that mean to you? Over the next sixty minutes, I’m going to show you how you can create a killer one page strategic plan that, if created and executed properly, can deliver at least a 25% or greater growth rate in 2019 Who Am I • President and Founder of BizScalers and the BizScalers Club • Consulting and coaching since 2006 • Founding Pastor of a church outside of Washington D.C. that I started with two families that grew to 2,000 people and $2.7M in revenue • Husband to Jacquie (34 years) and we have two adult children, two sons-in-law and three grandkids
Transcript
How to Create a Killer One Page Strategic Plan
Key Questions
1. Have you already created your strategic plan for 2019 or not? If not, have you started?
2. How much did your business grow in 2018? Was it greater than 25% or less?
3. If you were to grow your business by 25% or more in 2019, what would that mean to you?
Over the next sixty minutes, I’m going to show you how you can create a killer one page strategic plan that, if created and executed properly, can deliver at least a 25% or greater growth rate in 2019
Who Am I
• President and Founder of BizScalers and the BizScalers Club
• Consulting and coaching since 2006• Founding Pastor of a church outside of
Washington D.C. that I started with two families that grew to 2,000 people and $2.7M in revenue
• Husband to Jacquie (34 years) and we have two adult children, two sons-in-law and three grandkids
Problems Moving Into 2019
1. 85% of businesses are plateaued or in decline2. Most small businesses don’t have a strategic plan to guide them3. Most “strategic plans” aren’t very strategic (they’re tactical) and they
tend to repeat last year (just a little bit better)4. Those that do have plans rarely execute or even review them (frankly,
because they’re often too large and complicated)
Consequences
1. Low or no growth (i.e. lost potential revenue)2. No clarity or alignment3. Performance suffers because you can’t hold someone accountable
when there’s no clear expectation/result they’re responsible for4. No or little differentiation from competitors (commodity/price pressure) 5. Morale suffers6. Harder to attract and retain A-Players
Good News
A killer one page strategic plan can1. Drive significant double-digit growth2. Get everyone in alignment3. Increase performance 4. Significantly differentiate your business 5. Improve morale6. Help you attract and retain A-Players
Stay To The End
1. I’ll give you a pdf of all the slides2. I’ll give you a template for a one-page strategic plan (all you’ll have to
do is fill in the blanks)3. I’ll share with you how you can gain access to a complete 6+ hour
video/audio course entitled, “The Ultimate Strategic Planning Blueprint” (if you want additional help)
I. Understand The Difference Between Strategy and Tactics
Strategic vs Tactics
Strategy Tactics
Key Function To provide direction To produce action
Question Answered “What do we want to be?” “How are we going to get there?
Who Creates The executive suite(best from the top down)
Operations (best from the bottom up)
Time in Focus The future The present
A Few Strategic Conclusions
1. Strategy should always be based on the future moving backward, not the present moving forward
2. Strategy is about uncovering strong right turns, not repeating the past3. Strategy should produce greater differentiation between you and your
Strategic Plan for 20__ I. Our Mission: To … II. Our Vision: To be … III. Our Core Values
• IV. Our Target Market(s)
1. Primary – 2. Secondary – 3. Tertiary –
V. Our Driving Force: VI. Our Positioning/Competitive Advantages/Differentiators
1. 2. 3. 4.
VI. Our Main Focus for The Year
•
VII. Our Key Goals/Targets/KPIs
Key Targets Last Year This Year Next Year Revenue Profit
VIII. Our Top Growth Accelerators Over the Next 12 Months
1. 2. 3. 4. 5. 6. 7.
IX. Our Primary Constraint Eliminators for the Next 12 Months 1. 2. 3. 4. 5.
Strategic Plan for 20XX I. Our Mission: To provide tax, accounting and advisory services to small business owners in order to accelerate
the growth and profitability of their businesses II. Our Vision: To be a large multi-office accounting firm known for our thought leadership, speed and WOW
service III. Our Core Values
• Excellence, Integrity, Speed, Curiosity and Resourcefulness IV. Our Target Market(s)
1. Primary – Small business owners of services companies who have between 2-29 employees and are generating between $500K-$5M in revenue and are within 10 miles of one of our offices
2. Secondary – Funded startups with investments over $250K 3. Tertiary – Small business owners of services companies generating north of $5M
V. Our Driving Force: Knowledge/Expertise-Driven VI. Our Positioning/Competitive Advantages/Differentiators
1. We’ve been rated the top accounting firm by Mt. Pleasant Magazine for the past three years running 2. We write regular columns for the online versions of Inc. and Entrepreneur, as well as CXO Magazine 3. We return all client calls and emails within 60 minutes 4. Our clients rate us at 4.9 (on a 5.0 scale) and 97% say they’d refer us to their friends
VI. Our Main Focus for The Year
• To open a new office on the north side of our city and focus on selling our new outsourced accounting package to generate more MRR at a higher rate
VII. Our Key Goals/Targets/KPIs
Key Targets Last Year This Year Next Year Revenue $2.0M $2.7M $3.7M Profit $500K $594K $740K # of outsourced acc’t clients 4 14+ 28+ # of new advisory projects 5 20 40 Utilization rate 78% 85% 90%
VIII. Our Top Growth Accelerators Over the Next 12 Months
1. To aggressively market our new outsourced accounting package ($300K) 2. To open a new office on the north side of the city (net $200K) 3. To move to an automated marketing funnel process with paid advertising ($100K) 4. To package our tax services into three tiers at higher price points ($100K) 5. To create a new cash flow analysis product with an advisory component ($150K)
IX. Our Primary Constraint Eliminators for the Next 12 Months 1. To purchase, install and utilize a new CRM that’ll integrate with all of our current systems 2. To create our own training university to enhance the capabilities of our staff 3. To systematize and enhance our client and staff onboarding processes 4. To develop a cross-training program so we can better manage our heavy seasons 5. To analyze and enhance at least five core workflows to improve efficiencies and effectiveness
I. Mission Statement
1. A mission statement describes what you do (for a specific group of people for a specific purpose)
2. Mission statements should bea. Short and easy to memorizeb. Descriptive of what you actually do (not visionary)c. Operational
1. Good: “To promote and develop the growth of tennis” (USTA)2. Bad: “Our mission is to operate the best specialty retail business
in America, regardless of the product we sell. Because the product we sell is books, our aspirations must be consistent with the promise and the ideals of the volumes which line our shelves. To say that our mission exists independent of the product we sell is to demean the importance and the distinction of being booksellers.” (Barnes and Noble)
Mission Examples
1. Good: “To motivate, educate and equip business owners and entrepreneurs to grow and scale more profitable businesses” (BizScalers)
2. Bad: “To provide society with superior products and services by developing innovations and solutions that improve the quality of life and satisfy customer needs, and to provide employees with meaningful work and advancement opportunities, and investors with a superior rate of return.” (Merck)
Mission Examples
Strategic Plan for 20XX I. Our Mission: To provide tax, accounting and advisory services to small business owners in order to accelerate
the growth and profitability of their businesses II. Our Vision: To be a large multi-office accounting firm known for our thought leadership, speed and WOW
service III. Our Core Values
• Excellence, Integrity, Speed, Curiosity and Resourcefulness IV. Our Target Market(s)
1. Primary – Small business owners of services companies who have between 2-29 employees and are generating between $500K-$5M in revenue and are within 10 miles of one of our offices
2. Secondary – Funded startups with investments over $250K 3. Tertiary – Small business owners of services companies generating north of $5M
V. Our Driving Force: Knowledge/Expertise-Driven VI. Our Positioning/Competitive Advantages/Differentiators
1. We’ve been rated the top accounting firm by Mt. Pleasant Magazine for the past three years running 2. We write regular columns for the online versions of Inc. and Entrepreneur, as well as CXO Magazine 3. We return all client calls and emails within 60 minutes 4. Our clients rate us at 4.9 (on a 5.0 scale) and 97% say they’d refer us to their friends
VI. Our Main Focus for The Year
• To open a new office on the north side of our city and focus on selling our new outsourced accounting package to generate more MRR at a higher rate
VII. Our Key Goals/Targets/KPIs
Key Targets Last Year This Year Next Year Revenue $2.0M $2.7M $3.7M Profit $500K $594K $740K # of outsourced acc’t clients 4 14+ 28+ # of new advisory projects 5 20 40 Utilization rate 78% 85% 90%
VIII. Our Top Growth Accelerators Over the Next 12 Months
1. To aggressively market our new outsourced accounting package ($300K) 2. To open a new office on the north side of the city (net $200K) 3. To move to an automated marketing funnel process with paid advertising ($100K) 4. To package our tax services into three tiers at higher price points ($100K) 5. To create a new cash flow analysis product with an advisory component ($150K)
IX. Our Primary Constraint Eliminators for the Next 12 Months 1. To purchase, install and utilize a new CRM that’ll integrate with all of our current systems 2. To create our own training university to enhance the capabilities of our staff 3. To systematize and enhance our client and staff onboarding processes 4. To develop a cross-training program so we can better manage our heavy seasons 5. To analyze and enhance at least five core workflows to improve efficiencies and effectiveness
II. Vision Statement
1. A vision statement describes what you see your business becoming in the future (i.e. not fully true of you today)
2. You can have lots of visions, but only one vision statement3. A vision statement should motivate you and your employees4. A vision statement should be aspirational
1. Good – “To be a billion-dollar credit union known for our service, innovation and community involvement.” (Mid-Atlantic Federal Credit Union)
2. Bad – “Our vision is put into action through programs and a focus on environmental stewardship, activities to benefit society, and a commitment to build shareholder value by making PepsiCo a truly sustainable company.” (PepsiCo)
Vision Examples
1. Good - “To be the safest, most customer-focused and successful transportation company in the world.” (Norfolk Southern)
2. Bad – “To be the global leader in customer value” (Caterpillar)
Vision Examples
Strategic Plan for 20XX I. Our Mission: To provide tax, accounting and advisory services to small business owners in order to accelerate
the growth and profitability of their businesses II. Our Vision: To be a large multi-office accounting firm known for our thought leadership, speed and WOW
service III. Our Core Values
• Excellence, Integrity, Speed, Curiosity and Resourcefulness IV. Our Target Market(s)
1. Primary – Small business owners of services companies who have between 2-29 employees and are generating between $500K-$5M in revenue and are within 10 miles of one of our offices
2. Secondary – Funded startups with investments over $250K 3. Tertiary – Small business owners of services companies generating north of $5M
V. Our Driving Force: Knowledge/Expertise-Driven VI. Our Positioning/Competitive Advantages/Differentiators
1. We’ve been rated the top accounting firm by Mt. Pleasant Magazine for the past three years running 2. We write regular columns for the online versions of Inc. and Entrepreneur, as well as CXO Magazine 3. We return all client calls and emails within 60 minutes 4. Our clients rate us at 4.9 (on a 5.0 scale) and 97% say they’d refer us to their friends
VI. Our Main Focus for The Year
• To open a new office on the north side of our city and focus on selling our new outsourced accounting package to generate more MRR at a higher rate
VII. Our Key Goals/Targets/KPIs
Key Targets Last Year This Year Next Year Revenue $2.0M $2.7M $3.7M Profit $500K $594K $740K # of outsourced acc’t clients 4 14+ 28+ # of new advisory projects 5 20 40 Utilization rate 78% 85% 90%
VIII. Our Top Growth Accelerators Over the Next 12 Months
1. To aggressively market our new outsourced accounting package ($300K) 2. To open a new office on the north side of the city (net $200K) 3. To move to an automated marketing funnel process with paid advertising ($100K) 4. To package our tax services into three tiers at higher price points ($100K) 5. To create a new cash flow analysis product with an advisory component ($150K)
IX. Our Primary Constraint Eliminators for the Next 12 Months 1. To purchase, install and utilize a new CRM that’ll integrate with all of our current systems 2. To create our own training university to enhance the capabilities of our staff 3. To systematize and enhance our client and staff onboarding processes 4. To develop a cross-training program so we can better manage our heavy seasons 5. To analyze and enhance at least five core workflows to improve efficiencies and effectiveness
III. Core Values
1. Values are the core beliefs you have about the kind of culture you want your employees to live by
2. You want to limit your core values to five or less (note: This doesn’t mean you don’t value other values)
3. Don’t copy other organizations4. Choose words over statements (easier to remember)
Strategic Plan for 20XX I. Our Mission: To provide tax, accounting and advisory services to small business owners in order to accelerate
the growth and profitability of their businesses II. Our Vision: To be a large multi-office accounting firm known for our thought leadership, speed and WOW
service III. Our Core Values
• Excellence, Integrity, Speed, Curiosity and Resourcefulness IV. Our Target Market(s)
1. Primary – Small business owners of services companies who have between 2-29 employees and are generating between $500K-$5M in revenue and are within 10 miles of one of our offices
2. Secondary – Funded startups with investments over $250K 3. Tertiary – Small business owners of services companies generating north of $5M
V. Our Driving Force: Knowledge/Expertise-Driven VI. Our Positioning/Competitive Advantages/Differentiators
1. We’ve been rated the top accounting firm by Mt. Pleasant Magazine for the past three years running 2. We write regular columns for the online versions of Inc. and Entrepreneur, as well as CXO Magazine 3. We return all client calls and emails within 60 minutes 4. Our clients rate us at 4.9 (on a 5.0 scale) and 97% say they’d refer us to their friends
VI. Our Main Focus for The Year
• To open a new office on the north side of our city and focus on selling our new outsourced accounting package to generate more MRR at a higher rate
VII. Our Key Goals/Targets/KPIs
Key Targets Last Year This Year Next Year Revenue $2.0M $2.7M $3.7M Profit $500K $594K $740K # of outsourced acc’t clients 4 14+ 28+ # of new advisory projects 5 20 40 Utilization rate 78% 85% 90%
VIII. Our Top Growth Accelerators Over the Next 12 Months
1. To aggressively market our new outsourced accounting package ($300K) 2. To open a new office on the north side of the city (net $200K) 3. To move to an automated marketing funnel process with paid advertising ($100K) 4. To package our tax services into three tiers at higher price points ($100K) 5. To create a new cash flow analysis product with an advisory component ($150K)
IX. Our Primary Constraint Eliminators for the Next 12 Months 1. To purchase, install and utilize a new CRM that’ll integrate with all of our current systems 2. To create our own training university to enhance the capabilities of our staff 3. To systematize and enhance our client and staff onboarding processes 4. To develop a cross-training program so we can better manage our heavy seasons 5. To analyze and enhance at least five core workflows to improve efficiencies and effectiveness
IV. Target Market
1. This is where you can make some significant strategic gains/changes2. The “who” should always determine the “what.” So, if you change the
who, you should be changing the what.3. Narrow down and get as specific as possible
Strategic Plan for 20XX I. Our Mission: To provide tax, accounting and advisory services to small business owners in order to accelerate
the growth and profitability of their businesses II. Our Vision: To be a large multi-office accounting firm known for our thought leadership, speed and WOW
service III. Our Core Values
• Excellence, Integrity, Speed, Curiosity and Resourcefulness IV. Our Target Market(s)
1. Primary – Small business owners of services companies who have between 2-29 employees and are generating between $500K-$5M in revenue and are within 10 miles of one of our offices
2. Secondary – Funded startups with investments over $250K 3. Tertiary – Small business owners of services companies generating north of $5M
V. Our Driving Force: Knowledge/Expertise-Driven VI. Our Positioning/Competitive Advantages/Differentiators
1. We’ve been rated the top accounting firm by Mt. Pleasant Magazine for the past three years running 2. We write regular columns for the online versions of Inc. and Entrepreneur, as well as CXO Magazine 3. We return all client calls and emails within 60 minutes 4. Our clients rate us at 4.9 (on a 5.0 scale) and 97% say they’d refer us to their friends
VI. Our Main Focus for The Year
• To open a new office on the north side of our city and focus on selling our new outsourced accounting package to generate more MRR at a higher rate
VII. Our Key Goals/Targets/KPIs
Key Targets Last Year This Year Next Year Revenue $2.0M $2.7M $3.7M Profit $500K $594K $740K # of outsourced acc’t clients 4 14+ 28+ # of new advisory projects 5 20 40 Utilization rate 78% 85% 90%
VIII. Our Top Growth Accelerators Over the Next 12 Months
1. To aggressively market our new outsourced accounting package ($300K) 2. To open a new office on the north side of the city (net $200K) 3. To move to an automated marketing funnel process with paid advertising ($100K) 4. To package our tax services into three tiers at higher price points ($100K) 5. To create a new cash flow analysis product with an advisory component ($150K)
IX. Our Primary Constraint Eliminators for the Next 12 Months 1. To purchase, install and utilize a new CRM that’ll integrate with all of our current systems 2. To create our own training university to enhance the capabilities of our staff 3. To systematize and enhance our client and staff onboarding processes 4. To develop a cross-training program so we can better manage our heavy seasons 5. To analyze and enhance at least five core workflows to improve efficiencies and effectiveness
Driving Force
Driving force is the one primary driver behind everything that a business does. Getting this choice right can greatly accelerate your growth. Getting it wrong can significantly impede your growth (and possibly even lead to dissolution)
Example Strategic Plan for 20XX I. Our Mission: To provide tax, accounting and advisory services to small business owners in order to accelerate
the growth and profitability of their businesses II. Our Vision: To be a large multi-office accounting firm known for our thought leadership, speed and WOW
service III. Our Core Values
• Excellence, Integrity, Speed, Curiosity and Resourcefulness IV. Our Target Market(s)
1. Primary – Small business owners of services companies who have between 2-29 employees and are generating between $500K-$5M in revenue and are within 10 miles of one of our offices
2. Secondary – Funded startups with investments over $250K 3. Tertiary – Small business owners of services companies generating north of $5M
V. Our Driving Force: Knowledge/Expertise-Driven VI. Our Positioning/Competitive Advantages/Differentiators
1. We’ve been rated the top accounting firm by Mt. Pleasant Magazine for the past three years running 2. We write regular columns for the online versions of Inc. and Entrepreneur, as well as CXO Magazine 3. We return all client calls and emails within 60 minutes 4. Our clients rate us at 4.9 (on a 5.0 scale) and 97% say they’d refer us to their friends
VI. Our Main Focus for The Year
• To open a new office on the north side of our city and focus on selling our new outsourced accounting package to generate more MRR at a higher rate
VII. Our Key Goals/Targets/KPIs
Key Targets Last Year This Year Next Year Revenue $2.0M $2.7M $3.7M Profit $500K $594K $740K # of outsourced acc’t clients 4 14+ 28+ # of new advisory projects 5 20 40 Utilization rate 78% 85% 90%
VIII. Our Top Growth Accelerators Over the Next 12 Months
1. To aggressively market our new outsourced accounting package ($300K) 2. To open a new office on the north side of the city (net $200K) 3. To move to an automated marketing funnel process with paid advertising ($100K) 4. To package our tax services into three tiers at higher price points ($100K) 5. To create a new cash flow analysis product with an advisory component ($150K)
IX. Our Primary Constraint Eliminators for the Next 12 Months 1. To purchase, install and utilize a new CRM that’ll integrate with all of our current systems 2. To create our own training university to enhance the capabilities of our staff 3. To systematize and enhance our client and staff onboarding processes 4. To develop a cross-training program so we can better manage our heavy seasons 5. To analyze and enhance at least five core workflows to improve efficiencies and effectiveness
VI. Competitive Advantages
1. Your competitive advantages describe why someone should choose to do business with you and not someone else
2. Most “competitive advantages” aren’t very competitive (i.e. they’re generic and/or similar)
3. The more you can add a metric to a competitive advantage, the more compelling it is
Strategic Plan for 20XX I. Our Mission: To provide tax, accounting and advisory services to small business owners in order to accelerate
the growth and profitability of their businesses II. Our Vision: To be a large multi-office accounting firm known for our thought leadership, speed and WOW
service III. Our Core Values
• Excellence, Integrity, Speed, Curiosity and Resourcefulness IV. Our Target Market(s)
1. Primary – Small business owners of services companies who have between 2-29 employees and are generating between $500K-$5M in revenue and are within 10 miles of one of our offices
2. Secondary – Funded startups with investments over $250K 3. Tertiary – Small business owners of services companies generating north of $5M
V. Our Driving Force: Knowledge/Expertise-Driven VI. Our Positioning/Competitive Advantages/Differentiators
1. We’ve been rated the top accounting firm by Mt. Pleasant Magazine for the past three years running 2. We write regular columns for the online versions of Inc. and Entrepreneur, as well as CXO Magazine 3. We return all client calls and emails within 60 minutes 4. Our clients rate us at 4.9 (on a 5.0 scale) and 97% say they’d refer us to their friends
VI. Our Main Focus for The Year
• To open a new office on the north side of our city and focus on selling our new outsourced accounting package to generate more MRR at a higher rate
VII. Our Key Goals/Targets/KPIs
Key Targets Last Year This Year Next Year Revenue $2.0M $2.7M $3.7M Profit $500K $594K $740K # of outsourced acc’t clients 4 14+ 28+ # of new advisory projects 5 20 40 Utilization rate 78% 85% 90%
VIII. Our Top Growth Accelerators Over the Next 12 Months
1. To aggressively market our new outsourced accounting package ($300K) 2. To open a new office on the north side of the city (net $200K) 3. To move to an automated marketing funnel process with paid advertising ($100K) 4. To package our tax services into three tiers at higher price points ($100K) 5. To create a new cash flow analysis product with an advisory component ($150K)
IX. Our Primary Constraint Eliminators for the Next 12 Months 1. To purchase, install and utilize a new CRM that’ll integrate with all of our current systems 2. To create our own training university to enhance the capabilities of our staff 3. To systematize and enhance our client and staff onboarding processes 4. To develop a cross-training program so we can better manage our heavy seasons 5. To analyze and enhance at least five core workflows to improve efficiencies and effectiveness
VI. Main Focus
1. List your primary project(s)2. Make sure everyone knows what’s most important for the growth of
your company3. Don’t make this a laundry list of projects. It’s better to limit to one to
three key ideas/projects.
Strategic Plan for 20XX I. Our Mission: To provide tax, accounting and advisory services to small business owners in order to accelerate
the growth and profitability of their businesses II. Our Vision: To be a large multi-office accounting firm known for our thought leadership, speed and WOW
service III. Our Core Values
• Excellence, Integrity, Speed, Curiosity and Resourcefulness IV. Our Target Market(s)
1. Primary – Small business owners of services companies who have between 2-29 employees and are generating between $500K-$5M in revenue and are within 10 miles of one of our offices
2. Secondary – Funded startups with investments over $250K 3. Tertiary – Small business owners of services companies generating north of $5M
V. Our Driving Force: Knowledge/Expertise-Driven VI. Our Positioning/Competitive Advantages/Differentiators
1. We’ve been rated the top accounting firm by Mt. Pleasant Magazine for the past three years running 2. We write regular columns for the online versions of Inc. and Entrepreneur, as well as CXO Magazine 3. We return all client calls and emails within 60 minutes 4. Our clients rate us at 4.9 (on a 5.0 scale) and 97% say they’d refer us to their friends
VI. Our Main Focus for The Year
• To open a new office on the north side of our city and focus on selling our new outsourced accounting package to generate more MRR at a higher rate
VII. Our Key Goals/Targets/KPIs
Key Targets Last Year This Year Next Year Revenue $2.0M $2.7M $3.7M Profit $500K $594K $740K # of outsourced acc’t clients 4 14+ 28+ # of new advisory projects 5 20 40 Utilization rate 78% 85% 90%
VIII. Our Top Growth Accelerators Over the Next 12 Months
1. To aggressively market our new outsourced accounting package ($300K) 2. To open a new office on the north side of the city (net $200K) 3. To move to an automated marketing funnel process with paid advertising ($100K) 4. To package our tax services into three tiers at higher price points ($100K) 5. To create a new cash flow analysis product with an advisory component ($150K)
IX. Our Primary Constraint Eliminators for the Next 12 Months 1. To purchase, install and utilize a new CRM that’ll integrate with all of our current systems 2. To create our own training university to enhance the capabilities of our staff 3. To systematize and enhance our client and staff onboarding processes 4. To develop a cross-training program so we can better manage our heavy seasons 5. To analyze and enhance at least five core workflows to improve efficiencies and effectiveness
VII. Key Metrics
• Limit your key metrics to five (seven max)• These are your top level metrics. You’ll have plenty of metrics at lower
levels but you don’t want to over complicate your strategic plan with too many numbers (remember, simplicity rules)
Strategic Plan for 20XX I. Our Mission: To provide tax, accounting and advisory services to small business owners in order to accelerate
the growth and profitability of their businesses II. Our Vision: To be a large multi-office accounting firm known for our thought leadership, speed and WOW
service III. Our Core Values
• Excellence, Integrity, Speed, Curiosity and Resourcefulness IV. Our Target Market(s)
1. Primary – Small business owners of services companies who have between 2-29 employees and are generating between $500K-$5M in revenue and are within 10 miles of one of our offices
2. Secondary – Funded startups with investments over $250K 3. Tertiary – Small business owners of services companies generating north of $5M
V. Our Driving Force: Knowledge/Expertise-Driven VI. Our Positioning/Competitive Advantages/Differentiators
1. We’ve been rated the top accounting firm by Mt. Pleasant Magazine for the past three years running 2. We write regular columns for the online versions of Inc. and Entrepreneur, as well as CXO Magazine 3. We return all client calls and emails within 60 minutes 4. Our clients rate us at 4.9 (on a 5.0 scale) and 97% say they’d refer us to their friends
VI. Our Main Focus for The Year
• To open a new office on the north side of our city and focus on selling our new outsourced accounting package to generate more MRR at a higher rate
VII. Our Key Goals/Targets/KPIs
Key Targets Last Year This Year Next Year Revenue $2.0M $2.7M $3.7M Profit $500K $594K $740K # of outsourced acc’t clients 4 14+ 28+ # of new advisory projects 5 20 40 Utilization rate 78% 85% 90%
VIII. Our Top Growth Accelerators Over the Next 12 Months
1. To aggressively market our new outsourced accounting package ($300K) 2. To open a new office on the north side of the city (net $200K) 3. To move to an automated marketing funnel process with paid advertising ($100K) 4. To package our tax services into three tiers at higher price points ($100K) 5. To create a new cash flow analysis product with an advisory component ($150K)
IX. Our Primary Constraint Eliminators for the Next 12 Months 1. To purchase, install and utilize a new CRM that’ll integrate with all of our current systems 2. To create our own training university to enhance the capabilities of our staff 3. To systematize and enhance our client and staff onboarding processes 4. To develop a cross-training program so we can better manage our heavy seasons 5. To analyze and enhance at least five core workflows to improve efficiencies and effectiveness
VIII. Growth Accelerators
1. Definition: A growth accelerator is an initiative that can significantly accelerate the growth of your business beyond what you’re currently doing (in terms of revenue). In other words, a growth accelerator is a needle-mover for your business.
2. Criteriaa. A growth accelerator should generate a minimum of at least 5%
additional top line revenue growth (e.g. on a $2M budget, each growth accelerator should drive at least $100K in additional revenue). The one exception to this rule would be an accelerator that might cost or break even this year but could drive significant growth next year (e.g. a merger or acquisition would be a good example of this).
b. If you can’t attach a revenue number to a growth accelerator it’s not a growth accelerator (unless you’re a non-profit). By definition, a growth accelerator drives revenue growth.
c. A growth accelerator can involve just one area of your business (e.g. marketing or sales or R&D or management). It doesn’t have to involve everyone in your company.
VIII. Growth Accelerators
Strategic Plan for 20XX I. Our Mission: To provide tax, accounting and advisory services to small business owners in order to accelerate
the growth and profitability of their businesses II. Our Vision: To be a large multi-office accounting firm known for our thought leadership, speed and WOW
service III. Our Core Values
• Excellence, Integrity, Speed, Curiosity and Resourcefulness IV. Our Target Market(s)
1. Primary – Small business owners of services companies who have between 2-29 employees and are generating between $500K-$5M in revenue and are within 10 miles of one of our offices
2. Secondary – Funded startups with investments over $250K 3. Tertiary – Small business owners of services companies generating north of $5M
V. Our Driving Force: Knowledge/Expertise-Driven VI. Our Positioning/Competitive Advantages/Differentiators
1. We’ve been rated the top accounting firm by Mt. Pleasant Magazine for the past three years running 2. We write regular columns for the online versions of Inc. and Entrepreneur, as well as CXO Magazine 3. We return all client calls and emails within 60 minutes 4. Our clients rate us at 4.9 (on a 5.0 scale) and 97% say they’d refer us to their friends
VI. Our Main Focus for The Year
• To open a new office on the north side of our city and focus on selling our new outsourced accounting package to generate more MRR at a higher rate
VII. Our Key Goals/Targets/KPIs
Key Targets Last Year This Year Next Year Revenue $2.0M $2.7M $3.7M Profit $500K $594K $740K # of outsourced acc’t clients 4 14+ 28+ # of new advisory projects 5 20 40 Utilization rate 78% 85% 90%
VIII. Our Top Growth Accelerators Over the Next 12 Months
1. To aggressively market our new outsourced accounting package ($300K) 2. To open a new office on the north side of the city (net $200K) 3. To move to an automated marketing funnel process with paid advertising ($100K) 4. To package our tax services into three tiers at higher price points ($100K) 5. To create a new cash flow analysis product with an advisory component ($150K)
IX. Our Primary Constraint Eliminators for the Next 12 Months 1. To purchase, install and utilize a new CRM that’ll integrate with all of our current systems 2. To create our own training university to enhance the capabilities of our staff 3. To systematize and enhance our client and staff onboarding processes 4. To develop a cross-training program so we can better manage our heavy seasons 5. To analyze and enhance at least five core workflows to improve efficiencies and effectiveness
Constraint Eliminators1. Definition: A constraint eliminator is an initiative that will
significantly reduce or eliminate an internal problem (i.e. a constraint) that hinders your business from operating at an optimal level.
2. Criteriaa. Most constraint eliminators are internal issues that need to be
fixed in order to move forward (for example, replacing a core operating system, raising the level of excellence, systemizing workflows, raising morale, improving internal communication, increasing the speed of execution, improving customer WOW, improving competency).
b. Frequently, constraint eliminators involve several parts/departments of a business (e.g. increasing the level of excellence or implementing a new CRM system vs. just one part)
c. The wording for a constraint eliminator is based on the positive fix for that constraint. For example, if your constraint is that you’re not retaining enough customers, your constraint eliminator might be, “To raise our customer satisfaction scores from 2.5 to 4.0 (on a 5.0 scale).” Or, if the constraint is, “Nothing is systematized in our business,” then your constraint eliminator might be “To systemize all routine procedures and processes by 12/31.”
Constraint Eliminators
Strategic Plan for 20XX I. Our Mission: To provide tax, accounting and advisory services to small business owners in order to accelerate
the growth and profitability of their businesses II. Our Vision: To be a large multi-office accounting firm known for our thought leadership, speed and WOW
service III. Our Core Values
• Excellence, Integrity, Speed, Curiosity and Resourcefulness IV. Our Target Market(s)
1. Primary – Small business owners of services companies who have between 2-29 employees and are generating between $500K-$5M in revenue and are within 10 miles of one of our offices
2. Secondary – Funded startups with investments over $250K 3. Tertiary – Small business owners of services companies generating north of $5M
V. Our Driving Force: Knowledge/Expertise-Driven VI. Our Positioning/Competitive Advantages/Differentiators
1. We’ve been rated the top accounting firm by Mt. Pleasant Magazine for the past three years running 2. We write regular columns for the online versions of Inc. and Entrepreneur, as well as CXO Magazine 3. We return all client calls and emails within 60 minutes 4. Our clients rate us at 4.9 (on a 5.0 scale) and 97% say they’d refer us to their friends
VI. Our Main Focus for The Year
• To open a new office on the north side of our city and focus on selling our new outsourced accounting package to generate more MRR at a higher rate
VII. Our Key Goals/Targets/KPIs
Key Targets Last Year This Year Next Year Revenue $2.0M $2.7M $3.7M Profit $500K $594K $740K # of outsourced acc’t clients 4 14+ 28+ # of new advisory projects 5 20 40 Utilization rate 78% 85% 90%
VIII. Our Top Growth Accelerators Over the Next 12 Months
1. To aggressively market our new outsourced accounting package ($300K) 2. To open a new office on the north side of the city (net $200K) 3. To move to an automated marketing funnel process with paid advertising ($100K) 4. To package our tax services into three tiers at higher price points ($100K) 5. To create a new cash flow analysis product with an advisory component ($150K)
IX. Our Primary Constraint Eliminators for the Next 12 Months 1. To purchase, install and utilize a new CRM that’ll integrate with all of our current systems 2. To create our own training university to enhance the capabilities of our staff 3. To systematize and enhance our client and staff onboarding processes 4. To develop a cross-training program so we can better manage our heavy seasons 5. To analyze and enhance at least five core workflows to improve efficiencies and effectiveness
Strategic Plan for 20XX I. Our Mission: To provide tax, accounting and advisory services to small business owners in order to accelerate
the growth and profitability of their businesses II. Our Vision: To be a large multi-office accounting firm known for our thought leadership, speed and WOW
service III. Our Core Values
• Excellence, Integrity, Speed, Curiosity and Resourcefulness IV. Our Target Market(s)
1. Primary – Small business owners of services companies who have between 2-29 employees and are generating between $500K-$5M in revenue and are within 10 miles of one of our offices
2. Secondary – Funded startups with investments over $250K 3. Tertiary – Small business owners of services companies generating north of $5M
V. Our Driving Force: Knowledge/Expertise-Driven VI. Our Positioning/Competitive Advantages/Differentiators
1. We’ve been rated the top accounting firm by Mt. Pleasant Magazine for the past three years running 2. We write regular columns for the online versions of Inc. and Entrepreneur, as well as CXO Magazine 3. We return all client calls and emails within 60 minutes 4. Our clients rate us at 4.9 (on a 5.0 scale) and 97% say they’d refer us to their friends
VI. Our Main Focus for The Year
• To open a new office on the north side of our city and focus on selling our new outsourced accounting package to generate more MRR at a higher rate
VII. Our Key Goals/Targets/KPIs
Key Targets Last Year This Year Next Year Revenue $2.0M $2.7M $3.7M Profit $500K $594K $740K # of outsourced acc’t clients 4 14+ 28+ # of new advisory projects 5 20 40 Utilization rate 78% 85% 90%
VIII. Our Top Growth Accelerators Over the Next 12 Months
1. To aggressively market our new outsourced accounting package ($300K) 2. To open a new office on the north side of the city (net $200K) 3. To move to an automated marketing funnel process with paid advertising ($100K) 4. To package our tax services into three tiers at higher price points ($100K) 5. To create a new cash flow analysis product with an advisory component ($150K)
IX. Our Primary Constraint Eliminators for the Next 12 Months 1. To purchase, install and utilize a new CRM that’ll integrate with all of our current systems 2. To create our own training university to enhance the capabilities of our staff 3. To systematize and enhance our client and staff onboarding processes 4. To develop a cross-training program so we can better manage our heavy seasons 5. To analyze and enhance at least five core workflows to improve efficiencies and effectiveness
Leadership Team Quarterly Accountability Plan Business Unit/Department: Owner/Managing Partner Director: None Quarter #1 Key Goal(s): Nail down the new location, generate $900K in revenue, sell more OA (outsourced accounting)
Init. # Key Tactic Who Est. Comp. Comp.
GA 2 Research and finalize location of new office Me 3/31 GA 1 Work with team to improve OA marketing Me, S, M 2/28 GA 4 Complete packaging of tax offering, then sell Me, J, F 1/15, 3/31 CE 2 Help develop training univ. curriculum design Me, S, F 3/31 CE 4 Help analyze the cross-training needs and req’ts Me, A, J 3/31
Quarter #2 Key Goal(s): Negotiate lease and move in, land more OA clients and set the ground for improved training
Init. # Key Tactic Who Est. Comp. Comp.
GA 2 Oversee lease negotiations and move in plan Me, F 4/30 GA 1 Help land at least 3 OA clients this quarter Me 6/30 GA 5 Help design cash flow product and training for it Me, J, A 5/31 CE 2 Create at least three modules for new leader train. M 6/30 CE 5 Help team revise our new client onboarding sys. Me, S, F 5/31
Quarter #3 Key Goal(s): Launch new cash flow product, generate traction in new location, set up a winning fall
Init. # Key Tactic Who Est. Comp. Comp.
GA 2 Assist team with marketing new location Me, B 7/1-9/30 GA 5 Launch new cash flow product and sell at least 5 Me, J, A 7/15, 9/30 CE 3 Help design the new staff onboarding process Me, S, F 9/30 CE 5 Help analyze and enhance one workflow Me, F, A 8/31 CE 4 Help finalize the cross-training and teach two segs Me 9/30
Quarter #4 Key Goal(s): Hit $2.7M in revenue, 85% utilization rate, 22% net operating profit margin
Init. # Key Tactic Who Est. Comp. Comp.
GA 2 Work from new office 1 day/week, ensure metrics Me 10/1-12/31 GA 1 Land at least 2 more OA clients and 5 cash flow Me 12/31 GA 4 Move at least 10 tax clients to a higher package Me 12/31 CE 2 Create at least three more modules for training Me 11/30 CE 5 Help analyze and enhance one workflow Me 10/31
Strategic Plan for 20XX I. Our Mission: To provide tax, accounting and advisory services to small business owners in order to accelerate
the growth and profitability of their businesses II. Our Vision: To be a large multi-office accounting firm known for our thought leadership, speed and WOW
service III. Our Core Values
• Excellence, Integrity, Speed, Curiosity and Resourcefulness IV. Our Target Market(s)
1. Primary – Small business owners of services companies who have between 2-29 employees and are generating between $500K-$5M in revenue and are within 10 miles of one of our offices
2. Secondary – Funded startups with investments over $250K 3. Tertiary – Small business owners of services companies generating north of $5M
V. Our Driving Force: Knowledge/Expertise-Driven VI. Our Positioning/Competitive Advantages/Differentiators
1. We’ve been rated the top accounting firm by Mt. Pleasant Magazine for the past three years running 2. We write regular columns for the online versions of Inc. and Entrepreneur, as well as CXO Magazine 3. We return all client calls and emails within 60 minutes 4. Our clients rate us at 4.9 (on a 5.0 scale) and 97% say they’d refer us to their friends
VI. Our Main Focus for The Year
• To open a new office on the north side of our city and focus on selling our new outsourced accounting package to generate more MRR at a higher rate
VII. Our Key Goals/Targets/KPIs
Key Targets Last Year This Year Next Year Revenue $2.0M $2.7M $3.7M Profit $500K $594K $740K # of outsourced acc’t clients 4 14+ 28+ # of new advisory projects 5 20 40 Utilization rate 78% 85% 90%
VIII. Our Top Growth Accelerators Over the Next 12 Months
1. To aggressively market our new outsourced accounting package ($300K) 2. To open a new office on the north side of the city (net $200K) 3. To move to an automated marketing funnel process with paid advertising ($100K) 4. To package our tax services into three tiers at higher price points ($100K) 5. To create a new cash flow analysis product with an advisory component ($150K)
IX. Our Primary Constraint Eliminators for the Next 12 Months 1. To purchase, install and utilize a new CRM that’ll integrate with all of our current systems 2. To create our own training university to enhance the capabilities of our staff 3. To systematize and enhance our client and staff onboarding processes 4. To develop a cross-training program so we can better manage our heavy seasons 5. To analyze and enhance at least five core workflows to improve efficiencies and effectiveness
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