Money Time & People... Will Kill Your Business

TABLE OF CONTENTS

Dedication
Acknowledgments
Introduction

   Part One – Creating Your Business Strategic Alignment

Chapter One – Creating Your Business Vision
What does your elephant look like?
The Basic Questions
Issues with Marketing Professionals
Visionaries

Chapter Two - Components of Strategic Alignment
Business Vector Alignment
Alignment with Laws of the Universe
Alignment with Business Parameters
Alignment with Your Personal Strategies

Chapter Three - Components of MOPPS
Measurement
Organization
Policies
Planning
Systems
Three easy steps

Chapter Four - The Leadership Burden
All the responsibility – Not all the authority
The Loneliness at the Top

   Part Two – Making Your Business Work - Applied MOPPS

Chapter Five – Wearing too many hats
Wearing ALL the hats

Chapter Six – Hat #1: Marketing
Pricing
Positioning; The Battle for Mindshare
Hit 'em Where They Ain't
Marketing is not Sales
Are You a Guerrilla?
Marketing Key Performance Indicators

Chapter Seven – Hat #2: Sales
Sales is a process
Sales is tactical
First Rule of sales – "First do no harm"
Low Priced vs. High Priced Selling
Business Vector Alignment & Sales
Find More, Win More, Keep More
Win-Win:
Super Simple Sales Performance Tools
Hot Secret Sales Ideas
Sales Key Performance Indicators

Chapter Eight – Hat #3: Operations
Systems - McDonald's to Manufacturing?
Key to Toyota's Success - TPS
Value Stream Mapping
The Early Warning System
Operations Key Performance Indicators

Chapter Nine – Hat #4: Accounting and Finance
Where to Look for Waste
Tuning Accounting Systems for Maximum Profit
Accounting & Finance
Accounting & Finance Key Performance Indicators

Chapter Ten – Hat #5: Human Resources
The Functional Organization
The Resource Pyramid
Hiring
Disciplining & Firing
Development
Invest in yourself
Human Resources Key Performance Indicators

   Part Three – Making Your Business Work – Advanced MOPPS

Chapter Eleven – Identify Critical Success Factors
Developing measurements for success
Critical Success Factors
The Fundamental Five
The Six Step CSF Discovery Process
The Balance of Cash and Customers
Developing Dashboards – Your Business Scorecard

Chapter Twelve – Vision and Business Alignment
Problems with Developing Vision?
Alignment Questions that Produce Results

Chapter Thirteen – The Doability Factor
Vision by Division
Setting Doable Objectives
What objectives are absolutely critical?
What things must be done?
What can we do to constantly improve?

Chapter Fourteen –Advanced Tools
The Profit-Driven, Decision Making Tool
The Value of a Customer to Your Business
Surveys
Visualizing KPI’s and Critical Success Factors

   Part Four – References

Chapter Fifteen - Sample forms and Instruments
The Business Assessment – Key Point Analysis
Questionnaires
      Customer Satisfaction Survey
      Employee Satisfaction Survey
Visual Accountability Systems and Control

Chapter Sixteen – Bibliography
About the author