Business Coaching - Program Topics
Upon enrolling in the Coaching Program, you’ll begin by completing the ReWild Business Assessment (RBA), a proprietary tool designed for small businesses. The RBA generates a detailed report that pinpoint key systemic gaps and prioritizes areas for improvement.
Guided by this report, your Adviser will collaborate with you to craft a tailored plan, outlining which topics to tackle first and which to address later in the program.
The program covers three core areas: Strategy, Infrastructure, and Culture. Explore each topic below to learn more.
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Revenue Groups & Circles come from the Business Model key element.
Revenue Groups and Revenue Circles are methods that stimulate critical thinking to organize and diversify a company’s revenue streams.
Revenue Groups are a way of categorizing the offerings a business delivers to its customers. Each Revenue Group comprises a set of offerings that require similar operational structures.
Revenue Circles are a way of critically thinking about revenue diversification. A resilient business will have revenue groups falling into all three Revenue Circles—Core, Adjacent, and Edge.
Used in tandem, these two methods help a business leader consciously architect the business’s operational structures and identify opportunities for building a more resilient company.
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The Thinking-Doing Sequence comes from the Business Model key element.
Business leaders’ activity can be categorized into one of four main areas: critical thinking, focusing, planning, and doing. By plotting these four areas as a sequence, we get a visual illustration that can help business leaders be more intentional about how they spend their time. We call this the Thinking-Doing Sequence.
It’s quite common for leaders to find themselves spending most of their energy on operations-focused activities; however, it’s important for the CEO to spend time in the Critical Thinking and Focusing activities, since the CEO is likely the only one in the organization that can do this work. Without enough energy spent on Critical Thinking and Focusing, the company can easily get off-course or not recognize changes occurring in the marketplace.
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The Standard-Custom Continuum comes from the Business Model key element.
The level of customization that a company offers its customers informs its design and operational structures. A business that is more Custom requires a greater degree of operational flexibility than a business that is more Standard. There are many different degrees of customization, which is why a continuum is used to represent this concept.
The three categories of the continuum are Standard, Semi-Custom, and Custom. A business can land anywhere along the range between Standard and Custom. Learning how to standardize wherever possible helps make businesses more profitable.
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Customer Segments come from the Business Model key element.
Customer Segments represent the key groups of customers a company serves. A business can unintentionally focus on the kinds of customers they’ve always had. Establishing three distinct Customer Segments helps a business look for new types of customers for their offerings. At the same time, three Customer Segments avoids the problem of having too many segments, which often results in a loss of focus.
Once the Customer Segments have been determined, the company has a way of organizing its business development activities including messaging and strategy. The different segments may have different buying triggers (reasons people buy from you, including needs, desires, and pain points), and therefore require different methods, mechanics, and frequency of interactions.
Strategy
Infrastructure
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The Functional Org Chart comes from the Organizational Structure key element.
An Organization Chart, or Org Chart, is a basic tool used by many businesses to communicate where individuals fit within an organization. In Organizational ReWilding, the variation of this concept is called a Functional Org Chart. The key difference is that the Functional Org Chart focuses on positions, not people; no names appear on the chart.
This tool helps instill one of the core principles of Organizational Structure: first organize the work, then organize the people doing the work. Many times, an organization builds its structure around the people who are currently in the company. This results in a fragile company that is weakened each time a person leaves.
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The Position Role Sheet comes from the key element Organizational Structure.
The Position Role Sheet is a management tool that organizes the work through Positions, Roles, and Types of Work. It is a fundamental way to accomplish the goal of first organizing the work before organizing the people doing the work. As a building block for departments of all sizes, Position Role Sheets break down the roles and responsibilities of each position within a department.
Employees benefit from the Position Role Sheet as it provides greater structure and clarity to their positions. It also helps employees receive recognition when fulfilling work related to multiple positions, a common situation in small businesses.
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Business Development Structure is based on the element of the same name. Business development encompasses all the activities that generate, sustain, and grow revenue. Three functions exist in business development — marketing, sales, and customer service. Revenue generation is the thread that ties these pieces together.
In order to make business development a driving force for an organization, structure is required for this function. Greater structure in business development provides needed clarity the responsibilities of marketing, sales, and customer service, allowing them to win as a team.
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Marketing is any activity that generates leads. This definition provides a framework for identifying what can be considered marketing versus the other two areas of business development (sales and customer service).
The Prospect Preference Continuum is a fundamental marketing structure. The five stages of the Prospect Preference Continuum are Unaware, Aware, Interest, Consider, and Preference.
Marketing’s role is to move as many prospects as far to the right on the continuum as possible based on the available resources.
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Sales is the business development function responsible for turning leads into revenue. At the most basic level, when a company has enough qualified leads but not enough revenue, there likely needs to be a greater emphasis on the sales function.
The Sales Pipeline serves as an overall outline of the main steps the Sales Team follows to convert a lead into revenue.
The number and type of steps within the pipeline will vary depending on the needs of the organization. When the product is more complex, more steps may be required.
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Customer Service is the business development function that keeps the revenue coming. It accomplishes that by making sure customers are satisfied with the product or service so that they continue to make ongoing purchases.
The Customer Service Triad is a structure that identifies the three main areas in which customer service must do well to successfully keep the revenue coming. When adopted by the team, the Triad provides a framework for prioritizing customer service activities and initiatives.
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A Key Performance Indicator, or KPI, as it is commonly referred to, is a measurement that helps gauge the success of a business, department, or team. By tracking the outcomes that are being achieved, a company gets insight into what is and what is not working.
KPIs influence behavior and performance throughout the organization, as people tend to perform based on how they are measured. For this reason, it’s important to be thoughtful about what information is tracked.
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Brand & Core Values is one of the 11 Elements of an Exceptional Business.
Core Values represent the internal values a company holds, while Brand Values represent the external values presented to the public as the company’s brand. They form the cornerstone for everything that a company does and accomplishes. Common values are what holds a diverse workforce together to accomplish the extraordinary. The values must be clearly defined to guide how people behave toward each other within the organization and direct how the organization interacts with its customers.
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The One-to-One Process is one of the 11 Elements of an Exceptional Business.
A One-to-One Process provides a regular feedback loop between supervisor and employee that promotes proactive inquiry, creates personal accountability, and builds a bond of trust. It is one of the foundational structures needed to create a high functioning company. Structured and consistent communication between supervisors and employees fosters trust and provides opportunity to grow and nurture the staff.