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THE BUSINESS TREE | in less than 300 words

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I love business analogies. Connecting familiar, yet very different, concepts helps to bring about greater understanding to complicated topics. For example, I compare my marketing services of “Second Opinions” to that of a doctor. I’ve also compared the growth problems Starbucks is having to that of a garden needing weeding and pruning before it can achieve healthy growth again.

A credit union I know uses an interesting analogy to describe how they prep for future growth of opening new branches by saying, “Before we put up branches, we put down roots.” In other words, they lay down a foundation of community involvement long before they build a new branch of their credit union.

Interestingly, at the time I heard that branches/roots line, I was reading THE BUSINESS TREE written by Hank Moore. In this book, Hank makes the analogy of growing a business to growing a tree.

It’s a smart perspective and perfect for inclusion in my on-going series of business book summaries in less than 300 words.


BusinessTree_HankMoore

THE BUSINESS TREE | summarized in less than 300 words


A business is like a tree. The roots of a “business tree” symbolize the strategic focus and future direction the organization is designed to grow. The trunk stands for the entire body of knowledge a business possesses. Branches stand for each department within a business. Twigs represent outside suppliers. And leaves on each branch symbolize employees.

With proper nourishment, the “business tree” will achieve healthy growth by growing steadily, optimally, and profitably. With neglect, the “business tree” will never reach its potential and eventually die.

To “weather the forces of change” that naturally occur in the marketplace, the healthiest “business trees” have a management culture that takes the time “to understand how the company has grown” and analyzes “the relationship of each branch, twig, and leaf to the others.”

Healthy, nourished, and growing business trees always:

1. Give customers products/services they cannot get elsewhere

2. Offer products/services at reasonable prices

3. Have leaders whose can-do spirit seeps throughout the total organization

4. Create an employee culture based upon trust and empowerment

5. Respond to the always-shifting winds in the marketplace

6. Foster collaboration and knowledge-sharing between all departments

7. Realize success is not an entitlement, but rather the by-product of smart and ethical growth strategies

Just like all healthy trees grow, all healthy businesses will grow. Proper nourishment is the key and companies that “plan to grow and grow by the plan” will build strong roots with a dense trunk, creating a regenerative and expanding system of branches, twigs, and leaves.

WORD COUNT: 250


[NOTE: I often receive free copies of biz books from publishers and publicists. However, I spent my money for my copy of THE BUSINESS TREE.]

It Takes Time

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As children we learned Practice Makes Perfect. As adults we know this truism as Deliberate Practice or the 10,000 Hour Rule.

No matter what you call it, it’s simple; it takes time to win.

Overnight success is a magic bullet mirage. Doesn’t happen.

Success for the New Orleans Saints took 43 years with the past year requiring 514,000 hours of labor by the entire Saints staff (players, coaches, and back-office employees).

The lesson is simple. Winning ain’t easy, it takes time.

Fit to Flexible (the skinny edition)

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Todd Sattersten has written a smart ebook, FIT TO FLEXIBLE, about pricing strategy. He blends together research from economists, theories from businesses strategists, and writings from journalists to concisely share four lessons on how businesses have more flexibility in pricing than ever before.

FIXED TO FLEXIBLE is good lunchtime read. (Gotta love it when you can digest thought-provoking business knowledge in the time it takes to eat a turkey sandwich.)

Not sure its possible to condense Todd’s message further. I like a challenge... so here’s my attempt to share the gist of FIXED TO FLEXIBLE in the time it takes to swig a double shot of espresso.


WHAT?
“The space between price and cost is margin.”
SO WHAT?
Margin is everything. Without margins, a business fails to make a profit and is destined to die. With margins, a business can thrive and is certain to invite competitors.
NOW WHAT?
“Margin is a choice.” A business can work to raise prices or lower prices. To raise prices requires a strategy where the experience a product/service delivers is worth paying more for and is so uniquely special, competitors cannot adequately replicate. To lower prices requires a strategy where the longer a business does business, the less it costs them to be in business.
source | FIT TO FLEXIBLE (Todd Sattersten)