As the owner of your business, you are the driver.

Your business is merely a vehicle to help you achieve your goals, provide freedom to do what you want and secure the wealth you need to support your family.

Your financial statements are the key drivers (such as fuel, engine temperature, tire pressure etc.) that tell you exactly where you are at and what it’s going to take to get you to where you want to be.

So Then, Why Do You Need Business Coaching?

Business coaching is your navigation and dashboard –  to help you read the key financial drivers and guide your business safely, predictably and profitably to your goals:

Business coaching is vital to help you achieve:

• Clarity on where you are going and the focus to do only the things that will boost your bottom line,
• Guidance and support to choose the most cost-efficient, best and safest route forward, and
• Accountability and measurement to ensure are on the right path and communicating the best targets to your team.

A large percentage of businesses either go under or fail to provide the owner with a fair and consistent income/return for all the hard work and capital invested.  Even though you may think that you need business coaching to attract more customers and close more sales, lack of customers is rarely the reason that businesses underperform.  In fact, more businesses go under (or get into trouble) due to lack of cash flow, than any other single reason.  And cash flow issues can often be fixed cheaply and easily without spending more and more money on sales or marketing.  That is why it is so critical to find the right person who can help you identify the problems quickly. Business coaching is not a cost – it is an investment in your future and it can actually help you avoid wasting money on strategies and tactics that will not impact your bottom line positively this month!

Proper planning and financial acumen are the keys to keeping your business on track towards your desired outcomes.  Business coaching can provide you with a solid basis to evaluate what your financial statements are trying to tell you about the health of your business, what questions you need to ask, which decisions need to be made right now to guide you in the right direction and what it is going to take for you to step up as a leader and start making better (more profitable) decisions.

Do You Really Need Business Coaching?

If you are just starting out, business coaching can help you avoid costly errors, free up time so that you can focus on tasks that generate the most value for your business and help you get the results that you want quicker.  If you’ve been in business for awhile, business coaching can help you achieve profitable growth this year, challenge you to set/achieve loftier targets, expand your leadership and financial acumen, evaluate new business opportunities and plan your exit strategy. Even if you already consider yourself successful, business coaching can help you to step back and look at your business from a new perspective, put solid systems in place so that your venture runs smoothly without you and is more valuable to a prospective purchaser and ensure you have the right strategic plans in place to guard against a downturn.

For those of you who are in the retail industry, you may have noticed a  recent trend to clean up in-store environments – reduce shelf heights, remove  dense ends and dump bins, widen aisles etc. – in order to increase comfort and  make the shopping experience less stressful for customers.

The big question then becomes “does clean make customers keen”? According to  Walmart, arguably the largest and most successful retailer in the world, clean  stores mean fewer beans (on the bottom line).

As reported in the New York Times, Walmart conducted a massive in-store  experiment to improve sight-lines, rationalize the overall number of items  offered, remove warehouse-like merchandising in centre aisles, and increase the  width of core aisles. According to Walmart’s CEO William S. Simon,  “(Customers) loved the experience. They just bought less.”

As a result, Walmart reverted back to its original strategy of offering more  products, with tighter aisles, more clutter and lots of bargain bins in the  hopes that customers would spend more because of a perception “there were  bargains to be had”.

If you do a quick search on the internet, there are dozens of experts who  subscribe to the view that a larger selection, more bargain bins, and sales  signage equates to “better value”. In essence, the more you look like a market  stall, the better it is to generate buzz and sales. They argue that if your  merchandise is neatly presented on the walls and in well organized aisles, with  no point of sale impulse offers and dense ends full of 2-for-1 specials,  customers will tend to think your store is expensive (i.e. overpriced) and they  will not buy from you.

And if you think about it, you can probably name a whole list of retailers  who subscribe to this “clutter is good for business” philosophy and they seem to  be successful. But how can we be sure that clutter makes customers keen? Have we  been too quick and prematurely jumped to a conclusion that clean is a traffic  and transaction turn-off?

Recent empirical evidence from neuroscience and neuromarketing sheds new light on  how we think, and more importantly, how we make decisions. In fact, the decision  making part of your brain responds strongly to certain stimuli only.

Did you know that your brain consumes 25% of your body’s energy? As a result,  you brain wants to conserve energy so you tend to pay attention and be attracted  to things that have sharp contrast, high visual appeal, strong emotional cues  and a clear beginning vs. end message.

Now what does this mean for you in the context of your shopping  environment?

A chaotic, cluttered store is cumbersome for your brain to navigate – you  have to work hard mentally to hunt down and search for bargains. It may create  some emotional appeal but it is likely perceived as having low contrast, low  visual appeal and no clear beginning vs. end.  According to neuromarketing studies, shopping in this environment takes  time and energy and it also forces your brain to go into “thinking” mode. This  is a critical point because thinking is counter-productive to deciding. Thinking  takes place in one part of your brain (the neo-cortex), while deciding happens  much more quickly (and automatically) in your old or “reptilian” brain.

So what does this neuromarketing research mean for the strategy and conclusions reached by  Walmart?

Based on neuroscience, the strongest buying cue that you can give your customers  is this – if your store (or business) has incredible bargains, people will buy  (and even sift through a maze of clutter) because something is in it for them.  The “what’s in it for me” (WIFM) principle is one of the strongest influences on  the part of your brain that decides.

However, there is no hard evidence to suggest that clutter makes your customers  keen.

Walmart and many others have come to a conclusion based on what they THINK  people are doing to reach a buying decision in-store. However, neuromarketing has  produced empirical evidence to support the opposite conclusion is more probable. Clutter  and chaos create an environment where your customers have to think too hard,  which is exhausting for the brain. They will do it if they have to, as long as  the perceived bargains and value are very high.

Wouldn’t it make more sense to find another way to communicate good value and  service without exhausting your customers and causing them to waste their time?

Wouldn’t you be more likely to get more sales and word of mouth referrals from  your delighted customers?

In the end, Walmart may be correct about the fact people buy more in certain circumstances but they are wrong about WHY that is. The best way to  create more excitement and sales is to make it easier for your customers to  decide. You need to show them what’s in it for them, increase the contrast  between your solution and your competitors and communicate a strong, clean  visual message that compels them to say “YES”.

What do you customers want?

Is your business growth starting to plateau or stagnate?

It’s easy to sit back, take the foot off the accelerator and watch the sales  roll in, especially if you’ve been satisfied with your recent performance. But  keep in mind that if you slack off too much, your competitors will soon catch up  and eventually put you out of business.  At some point you may even find that you have stopped providing what your customers want.

Take a look around – businesses (and your competitors) are closing their  doors due to the drop in consumer spending – which means MORE potential  customers for businesses like YOU, that do survive. Today is the best time to  take steps to revamp your marketing efforts and respond to the needs and the  pain of your target market.

In these tough times, it’s going to take more than “thinking outside the box”  and goodwill with existing customers to secure the survival of your  business.

I want you to STOP right now and make a list of everything that you (and your  competitors) do NOT do to make it easy for your prospects to buy from you. If  you want to succeed over the long term, you will take a good hard look at both  of these lists and find a way to do whatever it takes, for as long as it takes,  to win your customers and keep them.

Granted, this is not an easy task. Most businesses will continue to do what  they have always done – guess or assume what they think their customers need.  However, no matter how challenging it is to ask the hard questions and  re-engineer your strategy, I guarantee it will be a whole lot less painful and  stressful than going under.

I had a married couple come to me once for advice and coaching – both the  business they were in and their relationship were at the breaking point. The  husband turned and said to me “I don’t understand it. I do everything humanly  possible for my wife and she doesn’t appreciate me and I don’t think I can  possibly do anything more to satisfy my customers – they are never happy and  always want more. What can I possibly do?”

My answer to this age old dilemma applies to him, his marriage, and to you in  your business right now. “Sounds like you are doing a lot. Too bad it’s  everything BUT the very thing that your partner and customers need most.”

While this may sound harsh, I think you will agree that it is absolutely  true. It does you no good to work harder doing everything…instead of focusing  on the 1 thing that you customers actually need. Wouldn’t it be easier for you  to work smarter, not harder, if you knew with absolute certainty what that 1  thing is?

How can you take the lesson from my client and apply it to your own business  right now?

How could you go about figuring out what that 1 thing is?

I want you to do something really radical today and start asking both your  prospects and existing customers what they need. You need to find out:

• What is the biggest challenge your prospects are facing in their business?

• When your customer thinks of the product or service you provide, what is  THE most painful or difficult issue associated with acquiring it?

• What is  the most important criteria to your purchaser when evaluating a company like  you?

• What are some things that he/she thinks about or considers from a  financial perspective when selecting that product/service or a vendor?

• What  is the key strategic driver for you customer’s decision?

It doesn’t really matter what you have done up to this point or how hard you  are working. There is no prize for volume or quantity. What counts is quality  and relevance.  You need to do determine what your customers want…and give it to them.

Are You Missing The Point? 

It has often been said that “profit is pointless and cash flow is King”.  But do you know why?

It is possible for a business to show a profit for a period of time, yet have negative cash flow.  In fact, businesses that have profit (on paper) go under every single day.  Negative cash flow, if sustained for an extended period of time, will eventually cause the company to run out of money and cease operations.  Therefore, knowing the cash flow position is critical to staying afloat and knowing how to unlock more cash flow is imperative to effectively coach a business owner or senior executive.

Are You Chasing The Wrong Target?

You can have the most brilliant product or service but if the business runs out of cash, it won’t matter. Most businesses make the fatal mistake of thinking that they simply need more customers.  If only they had more customers, they would have more sales and more profit…and they would be more successful.

But is this true?

Can businesses simply advertise their way into more sales and better results?  No.  In fact, advertising and discounting often have a negative impact on the bottom line and cash flow.Simply put – the initial instinct most coaches and business owners have is to focus on increasing sales.  Employing this strategy in a business coaching context – chasing customers and sales – is often the worst thing you can do for the business.

The common assumption is that if you are running a business (or involved in business coaching) where the price you charge for your products is greater than what they cost, everything will be okay: you will be profitable and successful.  Profit is good – don’t get me wrong – but it is simply not enough on its own.  To be sustainable, the business must also have a healthy cash flow.

If you are like most coaches and business owners, you never dreamed that the ability to understand how money flows in and out would be incredibly important. You thought: “That’s for the accountant or finance department to worry about. Sure, they may show me a few reports from time to time, but I don’t see the need to really understand what the numbers mean. If there was a problem, they would tell me, wouldn’t they?”

You probably didn’t realise that all those numbers – the financial DNA of the business – can tell you a lot more than you thought.  They can tell you why the business is not growing or is struggling to meet targets. They can reveal why there is less money in the bank account [again] than there was last month.

The financial numbers ARE the story of the business. Numbers don’t lie. They are one of the few objective indicators of how a business is performing and where the problems are.  Ironically, financials are the most overlooked area of business coaching with the majority of practitioners choosing to specialize in leadership, sales or marketing disciplines.  Unfortunately, without a solid understanding of financials, it is impossible to coach effectively and produce predictable results.

Regardless of any justifications you (or your business coaching clients) use to explain why the business is not performing – the economy, the shortage of ‘good’ staff, competition, supply chain issues etc. – the numbers tell the truth and can lead you to the solution. You just need to learn HOW to use them to your advantage.

You need a bit of Financial Foreplay®.

Are You Avoiding The Numbers?

When is the last time you took two hours out of your week to analyze the financial statements of a client or your own business?  Can you honestly say that you know exactly where you (or they) are at and WHY?  Do you sometimes wonder what the numbers are trying to tell you?  Are you guilty of wasting money chasing new leads and sales instead of fixing the business and making it more profitable?

Most business coaches and business owners make the mistake of assuming they can improve the business by examining the Profit and Loss and Balance Sheet on a monthly basis.  Unfortunately, these statements only tell part of the story.  In fact, you cannot measure the cash flow position of a business by looking at the bank balance or examining the financial statements at a specific point in time.

This is because most businesses use what’s called ‘accrual’ accounting. Rather than recording ‘money spent’, they record spending as ‘money spent plus money committed to be spent’. So if stock has been purchased on account, accrual accounting includes the value of that purchase from the point it is made – not from the point when the account is paid. Accrual accounting takes into account the amount of money that has been spent plus committed to be spent in the future. The same thing happens in reverse with earnings – it includes money received plus money expected to be received. When a sale is invoiced with 30 days to pay, the value of that invoice is included in accrual earnings even though the money won’t be received for at least another 30 days.

Therefore, when accountants talk of ‘profit’, then, they usually mean ‘accrued profit’ as opposed to what we would call ‘real or cash profit’. Accrued profit is the expected real profit after ‘spending already committed to’, and ‘earnings expected to be received’, are
taken into account along with real (cash) spending and real (cash) earnings. As a result, the profit showing on an Income (or Profit and Loss) statement is a more complicated and less useful representation of the current financial situation of a business.  Net profit cannot be relied upon in isolation to gauge the financial health of a company.

Stated another way, cash flow must be tracked over a period of time and can be measured by the following calculation:

Net profit (year to date)

+/- changes in inventory

+/- changes in accounts receivable

+/- changes in accounts payable and GST and

+/- changes in fixed assets

=  Cash Flow

Changes in these 4 items on the Balance Sheet have a significant impact on the cash flow and viability of a business. That is why getting inventory levels right, optimizing receivables and payables and investing only in assets that generate a return, is critical when coaching a business of any size.  In fact, a coach can often have more tangible impact and influence on a business by focusing on these 4 areas than on directing effort towards gaining new customers and increasing sales.  And oftentimes, it costs the business very little to implement highly effective strategies in these 4 areas.

In practice, it is vital to have an eye on both real profit (cash flow position) as well as accrued profit. It is a common error to focus solely on accrued profit – an error which has the potential to send a business to the wall prematurely.

Are You Sure It’s Profitable?

Profitable growth should be the goal of any business.  However, you cannot achieve profitable growth without first establishing that the business is in fact profitable.  Attracting more leads or closing more sales may not be enough – the costs and efficiencies in a business change every day and this means that we must constantly monitor and measure results and take appropriate action.  Focusing solely on customers and sales is a bit like spending 100% of your time practicing your tennis serve while neglecting to watch the scoreboard, analyze the strategy of competitors and practice your returns.

Break-even is one of the most simple and powerful calculations that you can use yourself and with your clients each month to measure and enhance profitability.  A company is said to “break-even” for a period (usually a month) when its sales revenue catches up to its costs. Specifically, accountants talk about break-even as the point where ‘fixed costs’ (rent, salaries, etc.) are matched by ‘gross profit margin’ (sales revenue minus COGS).

Therefore, it follows that break-even with profit is the point in the month where the business covers all of the fixed and variable costs and starts making the desired profit target.  Remember, if you and your clients are in business and not running a charity, the goal is profitable growth.  In order to achieve profit, you MUST in fact plan to achieve it.

Calculating break-even (and break-even with profit) each month and knowing specifically which day of the month the business breaks-even, allows management to make informed, strategic decisions about how to achieve growth that is profitable for the bottom line and enhances the cash flow position.

Are You Ready To Get Results?

Knowing where the financial pain is when you are coaching a business allows you to focus your time and resources where they will make the greatest impact on the bottom line.  And if you are truly serious about being a successful business coach, and it is not just a hobby or a way to pass the time, you will find a way to fit a bit of Financial Foreplay® into your day so that you can help others to whip their businesses into shape and start taking home more cash! It’s the quickest and most effective way to get your clients working ON not just IN their businesses.

Imagine you are playing an important game of tennis…

It’s the club final and you are the favourite to win. There is a big crowd watching and as the game progresses, everything seems to be going to plan. You’re playing well and you’re winning points. Victory can’t be far away. There is only one problem: there is no scoreboard, and the umpire is keeping the score to herself. So no one except the umpire knows what’s really going on.

Nevertheless, you plough on and, despite being in the dark about the score, you feel positive that eventually the umpire will declare you the winner. You are so confident that you can’t help but relax just a little. You start enjoying the party like atmosphere.

Then a shock! Out of the blue, the umpire declares that it is match-point … to your opponent! You can’t believe it. You go back to the baseline, determined, and set yourself up for this big point. But to no avail. It’s too late to get your mind back into gear and you hit the return wide. The game is over, the final is lost. If only you’d been able to track the score during the game. At least you would have been able to fight back a little bit earlier.

Every day, hundreds of businesses, big and small, operate as though they are playing a game of scoreboard-less tennis. Every month the owner runs on feelings for most of the month – no more than a guess about how well the business is travelling. A day or two after the month ended, you will look to the ‘umpire’ – your accountant – who will give you the ‘score’ – your figures. And most times, his perceptions will have proven inaccurate and it is far too late to do anything about it. When things changed in the business – when your ‘opponent’ started to get on top – you simply would not have seen it coming.

Your financials are to your business what the main scoreboard is at a sporting contest. Can you honestly say that you know where you are and where you are going?

Do you often look at your reports and wonder what they mean?

Do you waste money and time chasing new customers instead of fixing your business and making it profitable?

If you are ready to get serious about your business… it’s time for a little Financial Foreplay®.

It’s time you learned:

· Why cash, more than profit, is the key to success in business;

· How to find and unlock the hidden profit and cash that is trapped in your business;

· How to use the numbers in your financial statements to give you information that is useful for you – not just useful for your accountant. For instance, I’ll show you how to calculate a few simple but important ratios, to understand the results and to monitor them on an ongoing basis;

· How to stop making common business mistakes that are preventing you from being as successful as you deserve to be;

· Why too much inventory can strangle your business;

· How to manage debts owed to you and minimize the risk of default;

· How to charge the right price for your goods and services;

· How to decide whether an investment will be a good use of your company’s money or not;

· How to work out when, during each month, you ‘hit the front’ and start being profitable;

· How to set powerful and meaningful targets that will focus the attention of both yourself and your staff on making good decisions and taking positive actions ALL the time;

· A way to measure and track your financial success in a simple and meaningful way; and

· How to eliminate the unproductive habits that have been holding you back.

You will learn all this through the stories of my clients. Powerful stories about real business owners, just like you, with common financial problems. I’ll show you how these business owners found themselves in trouble, how they worked out what was wrong (with a little help from the financial numbers) and how they took action to turn things around.