This document discusses the need for businesses to reinvent their business plans in a changing economic environment. It notes that signs of business development stalls can be difficult to detect early on. To overcome obstacles, businesses must closely monitor their results and trends, commit to possible changes, and develop new strategies around supply management, product innovations, customer targeting, and locating new sources of growth. A reinvented business plan should re-vision the business, products/services, target market, competitors, pricing, management team, funding, costs/profits, and exit strategy.

1. Reinventing Your Business Plan in
a Changing Environment
John DeGaetano Productions
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2. This image is a mosaic of people and companies. Although we can’t see exactly what they’re
doing in each individual frame, their change in image can change the entire look of the overall
picture.

3. Like it or not the world economy is changing fundamentally
Obviously business challenges are different than say 20 or even 5 years ago. It
can be said that we’re still using, in some cases, the same model for our
businesses and expecting different results.
Gone are the days of an employee working for one company for 35 years.
In addition, corporate futures and the ability to adapt to stalls in growth and
remain creative will be their most important missions for survival. 3

4. Business Development Skills
Roadmap To Overcoming Obstacles
It’s difficult to foresee and head off stalls in business
So in a changing environment there are a few things businesses must get right
when business development comes to a stand still
Most managers are oblivious to the early signs.
Aside from what you hear in the news…
•The biggest setback companies face comes into play from the economical
alternative challenges of competitors or current market conditions.
•A company whose product or service remains popular finds no reason to
change however innovation lies lurking and strength can turn to stand still.

5. Reviewing Your Plan
• Another major challenge is in the talent skills or lack of training of
your employees. As a reflection of your company are they sending
the right message? Do you have “low cost” tactic or resource to
tackle this as an obstacle?
• Other development factors can include an unrealistic or out of touch
strategic plan or model.
• Also contributing to slowness can be marketing’s development,
creativeness or interchange in relation to the market .
5

6. Reinventing…
• While these signs may take a while to see, recovery plans are far
more crucial to implement in the early stages than over time.
Whatever your concerns may be…
• It’s important to review and/or possibly reinvent your business plan
either internally or by a skilled independent professional by your
side to evaluate development issues and help you assess or plan a
new roadmap to overcoming or avoid specific breakdowns.
6

7. A closer look…
• Consumer behavior is the focal point of branding, and experts say
brand or marketing specifics can dramatically increase the
perceived value in an existing product or service and effectively
rejuvenate growth.
• The key for business owners who want to reinvent their companies
is to understand what their businesses do exceptionally well and
communicate that message distinctively and consistently over all
media, from advertising and Web development to special events
and trade shows, etc.
• And… overcoming the obstacles
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8. Overcoming Obstacles Research
What is in Management Control?
61%
61%
STRATEGIC PLAN
Unrealistic strategic design/model
•Inconsistent research
9%
9%
Unrealistic strategic
Unrealistic strategic •Misperceived market
design/model
design/model
•Diversification in plan
11%
11%
Slow redevelopment to
Slow redevelopment to Slow redevelopment to market
market
market
•Inadequate department personnel
2%
2%
Voluntary slowdown by
Voluntary slowdown by •Insufficient timing
management
management
Voluntary slowdown by management
24%
24%
Competitor price or
•Project funding
Competitor price or
adjustments
adjustments Competitor price or adjustments
10%
10%
Operational flaws and
•A value shift
Operational flaws and
obstacles
obstacles •Recent innovations
5%
5%
Disruption or improper
Disruption or improper
Operational flaws and obstacles
distribution channel
distribution channel •In plannned delivery
•Changes in technology or flow
Disruption or improper distribution channel
•Consumer shift or dependence
•Cost of delivery, etc
*Based in part on research team case studies and comprehensive analysis of growth in stalled Fortune 500 type-sized companies . 8

9. Overcoming Obstacles
28%
Next…
ORGANIZATIONAL
ORGANIZATIONAL
3%
3%
Unclear directional goals
Unclear directional goals
Unclear directional goals •Little or lack of decision making
19%
19%
•Breakdown in communications
Talent skills gap and lack
Talent skills gap and lack •Dysfunctional team
of training personnel
of training personnel
4%
4%
Talent skills gap
Poor motivation and/or
Poor motivation and/or •Lack of training
incentive
incentive
•Few experience based employees
2%
2%
Tackling organizational
Tackling organizational •Loss of performers
design
design
Poor motivation and/or incentive
•Teamwork non-existent
•Lack of awards in recognition
•Disruptive employee(s)
Tackling organizational design
•Inflexible in execution
•Inconsistent review by management
9

10. Overcoming Obstacles
Out of Management Control
11%
11%
ON THE OUTSIDE
ON THE OUTSIDE
Changes in economy
6%
6%
Changes in
Changes in •Confidence levels
economy
economy •Current needs base for product or service
4%
4%
Federal regulatory
Federal regulatory Federal regulatory or policy revisions
or policy revisions
or policy revisions •Affecting product or service structure
1%
1%
Demographic
Demographic
•Due to legal actions
market changes
market changes
Demographic market changes
•Change in target base
•Market saturation
10

11. 89%
Overcoming Obstacles Mapping Internal Factors -
Within Management Control
61%
61% 28%
28%
STRATEGIC PLAN
STRATEGIC PLAN ORGANIZATIONAL
3%
3%
9%
9% Unclear directional goals
Unclear directional goals
Unrealistic strategic
Unrealistic strategic
design/model
design/model
19%
19%
11% Talent skills gap and lack
Talent skills gap and lack
11%
Slow redevelopment to of training personnel
of training personnel
Slow redevelopment to
market
market 4%
4%
2% Poor motivation and/or
Poor motivation and/or
2%
Voluntary slowdown by incentive
incentive
Voluntary slowdown by
management
management 2%
2%
Tackling organizational
Tackling organizational
24%
24% design
design
Competitor price or
Competitor price or
adjustments
adjustments
10%
10%
Operational flaws and
Operational flaws and
obstacles
obstacles 11%
11%
ON THE OUTSIDE
ON THE OUTSIDE
5%
5%
Disruption or improper
Disruption or improper
distribution channel
distribution channel 6%
6%
Changes in
Changes in
economy
economy
4%
4%
Federal regulatory
Federal regulatory
11% or policy revisions
or policy revisions
External
Factors - 1%
1%
Demographic
Demographic
Out of
market changes
market changes
Management Control
11

12. So what is the bottom line?
Whether you choose a reinvention strategy or not, you will;
1. Need to closely monitor your results and trends in a shifting environment.
2. Or - obtain a company-wide commitment to a possible change and a
willingness to redefine your business.
3. Develop new strategies for supply management, product/service
innovations, and customer targeting that helps you think outside the box of
conventional, 20th-century approaches to business planning.
4. Locate varied new sources of growth and revenue for your organization.
5. Transform the organization from best product to total customer solutions.
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13. More of the bottom line…
5. Review what is important to your business and makes you stand out.
6. It’s amazing what happens when you talk to your customers and what
may be their “new” needs.
7. Identify and prioritize the fundamental set of tasks that you will need to
execute in order to move to a customer-centric strategy and serve your
customers in the most creative way.
8. Your company can then reemerge as a new and improved organization -
one better prepared to compete and grow in the next century.
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14. Summary
Reinventing Your Business Plan
 Re-Vision of your business
 Possible revised product or service - proposed “new” features
and/or benefits
 What pain does your product or service solve for the customer in
this economy?
 Has your target market and size of your market changed?
 Review primary new and old competitors and their up to date
competitive advantage
 Pricing strategy in a downed economy…
 What does management team and advisors bring to the table?
 How do you plan to fund your venture?
 New costs and cash flow projections - How does it translate to
profits?
 …Exit strategy
14

15. Working Together! 15

16. Thank You!
Training – Marketing – Consulting
707-338-2886

17. Spotlight on Business
John DeGaetano
For licensing and other considerations
Productions
Visit our Website: johndegaetanoproductions.com
Amazon Author Page:
amazon.com/author/johndegaetano