Small, medium and large sized businesses are all in a constant state of flux. What we learn today can dramatically alter the perceptions we had yesterday, change how we view where we are today and completely shift the direction we take tomorrow. So how do we stay on top of it all? How do we remain successful, profitable, viable amidst a landscape of change? With the latest Business Insights, News and Analysis, you'll get the in-depth analyses and critiques you need to find these answers. Our e-magazine features business insights from successful business executives, strategy and financial leaders who can help us all understand how to create and sustain Organic Profitable Growth. So no matter where the business goes, you'll know what to do.
Delivering Profitability. Chapter 2: Strategy Drives Growth and Profitability.
The first chapter provided a broad overview of profitability. This second chapter provides the basics of strategy and why its an important driver of profitability.
Strategy defines and communicates what the business is about, where it is heading and how
the business managers plan to achieve their vision. When done well, it helps guide both
those within the company and those who provide services to the company. It defines what is
of the highest importance and what’s not. And ideally, it provides a high-level roadmap for
management’s plans to pursue and achieve its aspirations.
Delivering Profitability. Chapter 2: Strategy Drives Growth and Profitability
This article addresses common questions on when to hire a full-time, part-time, contract or virtual CFO.
If you are like most successful small business owners, you started out either on your own or with significant support from those closest to you or a business partner. During the initial years, resources were scarce, so you learned how to do everything. While your trade may have been medicine, legal, publishing, construction, running a cafe or even manufacturing, you soon learned how to market and sell your product or service. You learned how to interact with your customers and how to handle the occasional customer complaints. Then, as sales increased, you learned how to hire staff and how to run payroll. You learned how to manage the company’s finances, variations in cash flow, and how to prepare the books for your tax preparer.
White Paper: When to Hire a Full-time, Part Time or Contract CFO
Delivering Profitability. Chapter 1: Sitting on a Whale.
The first chapter of an e-book exploring a consultants view on how to deliver business profitably.
If you’re like most business executives, you are in one of three categories:
1. Constantly on the lookout for opportunities to increase net income
2. “Sitting on a whale fishing for minnows” [Joseph Campbell, The Power of Myths, 1988]
3. Not rocking the boat – Happy just to have your job and that nobody is complaining too loudly
If you’re in the first category, you’ve likely already pulled all the levers you know and need to find some new ones. If you’re in the second category, you probably want to find a lever which will help you make incremental improvements without taking too much risk. And yes, even if you are willing to admit that you are in the third category, it might be good to have one or two new ideas in your back pocket just in case the Board of Directors, your senior executive or your business partners decide good enough just isn’t any longer.
Delivering Profitability. Chapter 1: Sitting on a Whale
Michele Hujber interviews David Wagstaff for an in depth description of best practices in solving complex business challenges and problems. Spending time up front to gather the facts can save both time and money.
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In this article David Wagstaff discusses how to grasp a better understanding than other competitors and master the flawless execution of those insights.
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