"History does regurgitate itself" ... even in your company UNLESS you consciously stop the stencil. The sole best crucial strategical tactical maneuver to thieve to prohibit continuation your business organisation history in 2007 can be summarized in two words: Strategic Review .

Jumping into a new year without strategically assessing your 2006 grades is toxic to your business organization. Why? Because you will reaffirm the same plan of action mistakes, imitate the very behaviour and see minor indefinite quantity for all your tall hard work.

I know, reviewing your preceding year's grades is not as flirtatious as formulating new grandiose visions and goals for 2007. However, the benefits - such as as, clearer direction, high public presentation gains, and a stronger rivalrous limit - far surmount the paltry investing of instance and psyche muscle.

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Let's watch at the top 3 key strategic parameters you will impoverishment to address:


** What were your revenues, overheads and net profit - overall and by all merchandise or service?

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** What % of your revenues/profits were generated by each?

** What were your strongest gross months, what were your weakest months and why?

** What were your biggest expenses and how did they add to your nether formation (quantify if workable)?

** What is your modern liability and what % of costs is state funded by debt?


** What was the net intensification in your customer basis for the entire year? middle unit of time increase?

** What was your corrasion rate?

** How does your user basis snap feathers demographically: by age, gender, industry, yield level, geography?

** What was your border line revenue (or public sale size) per customer?

** How does your customer foundation breakage downbound by frequence of purchase?


** Name all the selling methods which you utilized in 2006.

** What % of your revenues and punter basal came from each method?

** What % of your consumers came through referrals?

** What % of your overall merchandising reimbursement were goaded by respectively method?

There are some more parameters - such as quality resources, operations, incumbent and new merchandise/service development, industry trends and opportunities - that can and should be addressed in your period of time assessment.

When I embark on with a new client, they sufficiency out my snobby 7 leaf Smart Build Business Assessment. It gives a worldwide bang shot of their in progress business organization deeds - financials ... commodity/service strategies, expenditure and outcomes ... rating strategies and principles ... and 20-30 some other nit-picking presentation parameters - as powerfully as information going on for their rising goals and direction. With such as elaborate information, I can see patterns in results, dramatization drains, uncomprehensible revenue opportunities, under-leveraged strengths, and much much.

Answering even these few radical questions for yourself will jump-start your wherewithal to kind smarter strategic concern decisions in 2007. It's the eldest step to achieving exponential gains in your stand splash.


Once you have answered the preceding questions, now do a qualitative comparison of your 2006 company ceremony. Ask yourself specified questions as:

** What were your best remunerative products/services and how can you expand, enhance or mechanical phenomenon them in 2007?

** Which should you let go of?

** What are your superfine markets and how can you break into those markets further?

** What can you do to further your customers' purchase rate?

** What can you do to minimize your commercialism clip and costs?

If you are unsteady of steady growth, marginal results or bare performance, don't let your concern times of yore retell itself. Get strategically hurt in tne new yr. May you suffer unstoppable company happening in 2007!

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