Sunday, 14 October 2012

Mastermind Videos - a series of five

Videos from my recent Mastermind Group. Recorded (very) live at our most recent Mastermind dinner... The wonders of the iPhone!!! Enjoy!

1/5: 
"Why Did You Join The Mastermind Group?"


2/5:
"Did The Mastermind Represent A Return On Investment?"

3/5:
"What Would You Say To A Potential Mastermind Delegate?"

4/5:
"What Do You Think Of Robert Craven?"


5/5:
"What Were The Key Benefits Of Joining The Mastermind Group?"




More information at the Mastermind webpage and the full blog post with all the details and links. Call +44 (0)1225 851044 for more details

Friday, 12 October 2012

Exceptional Growth Or Exceptional Reputation? Which Comes First?



The days of ‘interruption marketing’ are over. Clients have switched off. Shouting louder just irritates them. Nowadays, people trust referrals, recommendations and the word-of-mouth more than any paid-for sales campaign. In fact, most people believe that businesses lie in the adverts! Reputation management is where the action is!

There is a group of professional service firms (PSFs) that grow nine times faster than the average. They are 50% more profitable than the average. So, what’s going on?

Doing the research, it was easy to see that high-performing service firms are the ones that have clients that believe in them. The ‘positioning’ (and ‘targeting’) talks to clients in a way that the client can relate to and understand. The firm understands the client needs, hurts and wants and has a solution. That is the Grow Your Service Firm ‘ology’.

High performers have always had a particular profile, a reputation; they have always been identified as being different from the average.

So, how do they drive their growth?

High performers could just spend more on marketing and sales. But they don’t do that; they just become qualitatively better at the marketing and sales.

Frederiksen and Taylor point out that the high performers do not spend proportionately the most on marketing and sales because they are already very good at it. They are simply more effective so don’t need to compete by spending the most. Obvious really.

The high performers actually spend (slightly) less than average firms on their sales and marketing activities. Their marketing spend isn’t quantitatively higher; it is qualitatively better. They spend less and get better results.

Every firm says pretty much the same boring thing, selling similar services to similar people using similar straplines and similar people with similar qualifications to sell similar services at similar prices etc, etc. Clients have switched off.

The high performers, meanwhile, focus on client needs and priorities. They are not preoccupied with their own capabilities and expertise. They are not mesmerised by the reflection of themselves like some Greek myth. They focus their limited budgets on specific target customer groups and use a clear and easy to understand message. Simple really.

So, who is in this group of professional service firms that grow nine times faster than the average and are 50% more profitable than the average? How can you join them? What do you need to do?

The starting point I am afraid comes straight out of day one of your Marketing 101 class. You have to create and communicate a clear positioning that demonstrates how you can help your target clients… unequivocally. And deliver on it. A totally compelling proposition is seductive. That is where your reputation comes from.

As a starting point, ask yourself if you consistently communicate:

·        - Your overt business benefit
·        - The real reason you can deliver
·        - The dramatic difference between you and your competitors

I meet very few service firms who have actually done this properly. As a result, they deliver average results and have a mediocre reputation. Those that do deliver on these three points have a stunning reputation both within the industry and, more importantly, with their clients.

Your choice.

Monday, 8 October 2012

Exit Strategies



Are you holding your company back? If so then perhaps it's time to learn how to let go. . . profitably.

Three-quarters of business owners expect that the sale of their business will provide them with a big lump sum for their retirement. However, only a quarter of business owners create any kind of plan for their exit, resulting in most coming away with a couple of laptops and a few staplers to represent all their hard work. What's more, your business is not worth what you think it is. This combination of factors is a recipe for disaster.

THE ROUTE TO GREATNESS 
Really great businesses are obsessed with three things:
Where are we going? (Strategy)
How are we going to sell this stuff? (Marketing)
Why don't we get on better? (Team-building)

And... really great growing businesses are obsessed with two additional items:
External finance - growing a business needs lots of cash to invest in the future and pay for things now
External advice - you simply can't do it all on your own and need help from outside advisers, as well as from your team

In essence, the thing holding back most growing businesses is fear - of letting go of financial and management control.

YOU ARE THE PROBLEM
In a survey, we asked growing business owners what held them back. We also asked successful, sold-up, ex-business owners what they thought had held them back in their growing stages.

The business growers named external factors - customers, competitors, banks, red tape, poor advisers. In fact, they blamed everyone but themselves.

The ex-business owners said that when they were growing their businesses, the one thing holding them back was themselves, yet they blamed the outside world. They were frightened of letting go. Put another way, they were the bottleneck, spending too much time 'in' the business and not enough time 'on' it.

So, you are the problem! 

But it doesn't stop there. There's one additional item that needs to be taken into account. Most businesses believe their biggest weakness is marketing - getting hold of more, and better, clients of the right quality and character. So not only are you the problem, but you also need to work on your marketing.

A BUSINESS FIT FOR SALE
To create a profitable exit, you need to create an attractive business. 
Such a business needs to demonstrate:
- Underlying repeatable, sustainable profits (now and in the future)
- References and trophy clients
- Distinctive capabilities (patents, licences or defendable intellectual property) and 
core competencies
- A senior team to take it to the next stage.

Exit planning is like writing a will - it can always be put off until next year. However, I have seen too many sad tales of friends, family and business colleagues not receiving their just rewards because they hadn't 'got their act together'. So there's no time like the present.

THE DOS AND DOS OF EXIT PLANNING
1. Realise that now is the time to plan the exit
2. Create plans that focus on creating an attractive business
3. Create systems and processes that can be duplicated and scaled up - a tested model that shows how every pound of investment can generate £X of output
4. Create a marketing machine that delivers a steady stream of profitable, desirable clients
5. Write yourself out of the business model 
6. TAKE ACTION, NOW

Tuesday, 2 October 2012

Mastermind Strategies for the next Three Months


Here's a video recorded for Paula Macarthur's Mastermind Agency Google Plus Hangout. 

The simple question was: 

"What strategy would you recommend for the coming three months?"

The video lasts a tad over four minutes.

Enjoy!

Robert

Monday, 1 October 2012

Welcome to Entrepreneur Country!


Julie Meyer's book Welcome to Entrepreneur Country has the subtitle 
What it is... How to find it... Why you should go there

So does it work? Does it do what it says on the tin?

Well, I think the answer is 'yes'. I hesitate slightly but that is a good thing.

I was expecting it to be another 'how to... ' or '10 steps to...' or  'I am business celebrity look at me..' or 'my life/struggle written by a ghost writer'-type book or some combination but that is not what this book is.

What it is is part-'my story...' and part-manifesto. Written by the author. 

And to be honest it is a relief to just read an honest explanation of a point of view and how Julie M arrived at it. It is quite a philosophical book in places and yet its message is very affirming and inspiring. I am probably fed up of all the other testosterone/caffeine-fuelled fantasies that claim to be business books. 

Julie M presents her view of why entrepreneurship is so important right now and how it is more accessible  than ever before. It is short at 180 short/small pages and is a good read. It is not all preaching.

So, does she deliver on the strapline What it is... How to find it... Why you should go there? The answer is 'yes'.

It is not a life-changing book but it does get you nodding and agreeing. It presents the argument for Entrepreneur Country and why you should go there. For me it affirmed by belief that entrepreneurship is a power for good (for the individual and for society). 

A breath of fresh air (in a crowded market)!

Friday, 21 September 2012

A Social Media Manifesto


What I Really Hate About Social Media
Robert Craven On Social Media
I am a great fan of social media. Honest. People have always talked and now those self-same conversations can go so much further and so much quicker. But I hate how most people use it.


So, let me draw together my list of pet hates:

I hate it when people I don’t know… send me blank friend requests
I don’t know who they are or what they do and yet they want to be my friend. They can’t even be bothered to introduce themselves. Drives me mad.



I hate it when people I don’t know… come across all matey and chatty
I am not your mate (after all I don’t recognise your name!) and I do not want to chat, so stop wasting my time.



I hate it when people… send luke-warm, insipid spam
I am fed up with messages from people I don’t know who invite me to things I am and never will be interested in. Just bog off.



I hate it when people… are over-automated
It drives me bonkers when people use a machine to pretend to be a real person that auto-responds or re-distributes material from another platform (but doesn’t do it seamlessly). Surely, as Scott Stratten says, social media isn’t about being everywhere but being great where you are.



I hate it when people... send blanket coverage articles
With no regard to the platform or group or circle, some people just bang out the same generalist/undifferentiated article to as many different people as possible. These articles are usually thinly-disguised calls to visit a website to buy a product you don’t really want. Stop it. This activity does your image no good.



I hate it when people... invite me to recommend or endorse strangers
Why would I endorse, recommend, endorse or ‘like’ you? I don’t know who you are and I am not about to invest my time figuring out who or what you are. Go away.



I hate it when people... steal

Taking someone else’s material is stealing. (See more at Content Curators Are The New Superheroes Of The Web .) It is stealing if:
  • You take content, use it and don’t add context or opinion or your own voice
  • You don’t provide attribution or a link or URL back to the original source
  • You just take a huge lump of content
  • The original author states that you cannot reproduce the material without permission and you don’t bother to get permission.

I hate it when people... waste my time

My time is my most valuable asset so please don’t waste my time and expect me to thank you for doing so.


Spam Business School
Somewhere in the Marketing Department at the Spam Business School is a doctrine of some spurious self-proclaiming internet super-guru (“look at me, I am so great, I know everything there is to know about something that is still unformed and developing and changing”).


The general ethos is:
  • Beg, steal, borrow and lie to get access to as many contact addresses as you possibly can
  • Do not care whether these people are in any way close, connected or interested in what you do
  • Grow the lists
  • Send and re-send and keep sending repeated thinly-disguised spam in the hope that you’ll get a response that justifies a return on your investment.

The alternative (and a much better one it is) is to let your reputation spread by word-of-mouth. Deliver legendary service and have the respect and belief in your clients that they will recognise your brand as having some integrity and that they will spread the word about you. There is a place for occasional ‘broadcasting’ to an opt-in list, but that is very different from endless spam.

The clue about social media and social business is in the common word, social. Social media may have been hijacked by the scurrilous double-glazing sales-types. It has also been hijacked by the big brands who see it as an effective (=cheap = good return on investment) route to market. For most of us, however, social media is about ENGAGEMENT and everything that entails. Faux engagement will be seen for what it is.

My Social Media Manifesto:
Do not:
  • send blank friend requests
  • come across all matey and chatty
  • send luke-warm, insipid spam
  • get over-automated
  • invite people to recommend or endorse strangers
  • steal
  • waste my time.

Mastermind Results - 2012




While I do not want to write a piece of blatant self-publicity, I do want to share some of the results we have had from working with Mastermind groups. People always ask how these groups do so it seemed appropriate to try to ‘fill in some of the blanks’.

Mastermind groups are pretty trendy right now. The phrase ‘mastermind’ covers everything from a bunch of people talking around a table to highly structured and long term programmes.

Believe it or not, I have been running masterminds since 1995 and they have mostly been of the latter variety – relatively structured, relatively long-term.

While the benefits listed will vary from delegate to delegate, they usually include some combination of “achieve their goals faster”, “be part of a club that understands them”, where they can “share their dreams and their fears”, where they can “learn from the expert”, where they are “working with other people facing similar challenges”. 

Every person’s reason for signing up is different. The soft, less measurable benefits most often quoted are focus, direction, motivation and accountability. But what of the hard measurables?

This year’s results
What is not in dispute is the results. The 2012 group has just come to a close and the real results are just starting to flow in: savings of £24k from applying one idea, additional savings of another £25k from another idea… for one business. Potentially doubling turnover for another. Cumulative results make little sense right now because some businesses have made tremendous short-term progress while others will see the real bottom line benefits next year.

Maybe it is more useful to step back and look at the longer term.


Results: in the long run
To check out the long-run effects, I have just traced a series of mastermind clients from some ten years ago. It makes fascinating reading.

Some harder numbers:
I chose to chase up a typical group of entrepreneur and business owners that I had worked with in 2001. The eight businesses had an average turnover of £1.2million; they varied between £50k and £3m turnovers. They worked with me over the year, coming together in what would now be called a Mastermind Group, to explore and develop their businesses. And what became of them?

Well, the results were almost too good to be true (but I think I can explain that). Depending on how you measure "current business activity" (because of acquisitions, mergers etc), the average £1.2m p.a. turnover is now between £3.5m and £13m.

All are still trading in one form or another. They have gone on to achieve:
• Sales in excess of £500 million 
• One business sold for in excess of £20million
• One business the subject of a full management buy-out in excess of £10million
• One business owner able to retire aged 42 and hand over the business to a management team.

On average, the long-term performance of these businesses has more than outperformed the market.

However, the stats do not tell the whole story.

In the interests of honesty we are not doing what the scientists call a fair test.

In reality, the businesses may have blossomed with or without the programme.

Maybe the programme just attracts high-performers. We need to be a little careful when bandying around these statistics.

Anyhow, what we can say is that those who choose to attend such programmes achieve above-average performance.


So, the question is:
Do you want to be part of that crowd?

More…
You can find out more at http://robert-craven.com/mastermind.php.


Final Thoughts
The return on investment for the latest programme is running well in excess of 100%.  The actual number appears to be considerably larger! There aren’t many programmes that offer that!