Always striving for the development of its busniess, the entrepreneur must always remember to expand his busniess. For this, it has various measures to help improve its market position. What are the company's busniess development factors?
What are the axes on which the entrepreneur could act?
To grow its busniess and increase its market share, the entrepreneur must proceed regularly to preliminary studies prior to any change in strategy, operational or financial.
To carry out its development strategy, the head of the company must carry out market studies and behavioral analysis of consumers, allowing them to position themselves to be able to identify the factors of development power to promote competitiveness in the market.
What are the axes on which the entrepreneur could act?
To grow its busniess and increase its market share, the entrepreneur must proceed regularly to preliminary studies prior to any change in strategy, operational or financial.
To carry out its development strategy, the head of the company must carry out market studies and behavioral analysis of consumers, allowing them to position themselves to be able to identify the factors of development power to promote competitiveness in the market.
Tips to expand his busniess
Customer is the initial development factor. We must ensure the loyalty of regular customers along canvassing new customers.
But what steps to develop its busniess?
The subject, although wide, can be tackled with a methodology and structured questioning. It is indeed important for the leader (and his team) to be able to complete the short-term order book but it is equally important to build a vision of its future projection with a qualified and quantified on the medium term (three years)
The more strategic vision will be clearly defined and shared over its implementation will be facilitated.
The first step to develop his busniess.
The first step is to become aware of levers that act to further its development.
To the leader needs to make it a "step back" to ask basic questions about the management of its busniess, the skills of the team, management and of course, the evolution of the market, the supply and its ability to respond to opportunities and internal and external constraints.
This vision will be developed with the participation of its employees (see levels following the company's size) and why not with an external resource that can facilitate work and provide additional analysis. It is suitable for this type of exercise questions / answers that we can build a project based on a solid foundation.
2nd step: asking the right questions:
A key to success is to ask the right questions to find the most relevant answers structure by ranking them in order of priority and importance with the feasibility criterion (who, when, how, where and how much)
State of play: What have we achieved? How we made it? What could we do better?
What are our strengths and areas for improvement:
Men and women of the company: their involvement, skills, creativity, team building, management ...
The quality of my products and my services? We are recognized for the quality of our products? The quality of my related services (eg delivery, invoicing, payment, foreign relations ...) What is the level of assessment of my customers, suppliers and partners?
Innovation in my products, my working methods, my services?
Commercial deployment abroad in France
The communication of the company and its offering, its shares
Once this analysis, the company can draw on talents, accomplishments, resources to go further in the vision and implement suitable measures (management, training, communication ...) and the necessary actions affecting the supply and commercial deployment.
3rd step: make projections
What the company could be tomorrow? What the company stands as values, what strategy products or services it must implement to be better, more competitive, more present in its current markets and future.
It must modify its bid (expand or diversify?), Find new customers, it has to appeal to additional partnerships in busniess activity (research, products, marketing channels ...) is it better to study costs purchase or production (negotiation, acquisition of equipment, automation, outsourcing ...)
It must grow on export markets (commercial partnership implantation)? It must be open to outside edge, communicate better?
Opportunities and risks?
Finally, what are the opportunities and risks associated with the environment, the company receives for the current year and future: Market Health (performance, investments ..), competition (arrivals and departures), Regulation and legislation affecting the activity (softening or hardening), social reforms, etc.
it is important to always remember to use every means at its disposal to develop their busniess.
Step 4: realization
Depending on these answers, the vision can be formatted with each year, defined objectives, strategy, planning, resources and skills, investment, turnover and expected margins.
This work will largely be a win once realized and planned for action.
in conclusion
Planning for the development stages envisaged by the entrepreneur is essential. It addresses the financial aspects, organizational, commercial, etc. Hence the need to plan ahead and consider each strategic leadership development.
Customer is the initial development factor. We must ensure the loyalty of regular customers along canvassing new customers.
But what steps to develop its busniess?
The subject, although wide, can be tackled with a methodology and structured questioning. It is indeed important for the leader (and his team) to be able to complete the short-term order book but it is equally important to build a vision of its future projection with a qualified and quantified on the medium term (three years)
The more strategic vision will be clearly defined and shared over its implementation will be facilitated.
The first step to develop his busniess.
The first step is to become aware of levers that act to further its development.
To the leader needs to make it a "step back" to ask basic questions about the management of its busniess, the skills of the team, management and of course, the evolution of the market, the supply and its ability to respond to opportunities and internal and external constraints.
This vision will be developed with the participation of its employees (see levels following the company's size) and why not with an external resource that can facilitate work and provide additional analysis. It is suitable for this type of exercise questions / answers that we can build a project based on a solid foundation.
2nd step: asking the right questions:
A key to success is to ask the right questions to find the most relevant answers structure by ranking them in order of priority and importance with the feasibility criterion (who, when, how, where and how much)
State of play: What have we achieved? How we made it? What could we do better?
What are our strengths and areas for improvement:
Men and women of the company: their involvement, skills, creativity, team building, management ...
The quality of my products and my services? We are recognized for the quality of our products? The quality of my related services (eg delivery, invoicing, payment, foreign relations ...) What is the level of assessment of my customers, suppliers and partners?
Innovation in my products, my working methods, my services?
Commercial deployment abroad in France
The communication of the company and its offering, its shares
Once this analysis, the company can draw on talents, accomplishments, resources to go further in the vision and implement suitable measures (management, training, communication ...) and the necessary actions affecting the supply and commercial deployment.
3rd step: make projections
What the company could be tomorrow? What the company stands as values, what strategy products or services it must implement to be better, more competitive, more present in its current markets and future.
It must modify its bid (expand or diversify?), Find new customers, it has to appeal to additional partnerships in busniess activity (research, products, marketing channels ...) is it better to study costs purchase or production (negotiation, acquisition of equipment, automation, outsourcing ...)
It must grow on export markets (commercial partnership implantation)? It must be open to outside edge, communicate better?
Opportunities and risks?
Finally, what are the opportunities and risks associated with the environment, the company receives for the current year and future: Market Health (performance, investments ..), competition (arrivals and departures), Regulation and legislation affecting the activity (softening or hardening), social reforms, etc.
it is important to always remember to use every means at its disposal to develop their busniess.
Step 4: realization
Depending on these answers, the vision can be formatted with each year, defined objectives, strategy, planning, resources and skills, investment, turnover and expected margins.
This work will largely be a win once realized and planned for action.
in conclusion
Planning for the development stages envisaged by the entrepreneur is essential. It addresses the financial aspects, organizational, commercial, etc. Hence the need to plan ahead and consider each strategic leadership development.
RSS Feed