A highly interactive session where the audience will reflect on how well their own business is doing in terms of the 8 critical success factors in building a recurring revenue business that will give the owners control of key choices – acquisition or exit. Examining business factors from strategy, through sales and marketing to help desk, the session will give the audience a chance to get involved and to learn from others around them. Everyone will leave the session with action items that will make a difference to their own business.

1. paul.fileman@transmentum.com

2. The key to rapid
profitable growth.

4. Planning and Strategy

6. Planning and Strategy
Do you have a written strategy or business plan which has
been bought into by all of the stakeholders, partners,
stakeholders, suppliers, and investors in the business and is it
being implemented to perfection?
1 2 3 4 5
We do not have a
written strategy or
clear goals. We are in
the dark.
We have a sound 3-
year strategic plan
with clear goals
understood by all
stakeholders.

7. Sales Strategy, Management
and Execution

9. Sales Strategy, Management
and Execution
Are you recruiting the right sales people, with the right skills,
managing their performance effectively, providing them with
the correct sales tools, and pointing them at the right target
markets in line with your range of products and services?
1 2 3 4 5
Sales meetings, when we
hold them, are a
frustrating mix of excuses
and blame.
Our sales and marketing
processes are working well
for us. Sales meetings are
regular, constructive reviews
that drive improvements in
the processes.

10. Marketing and your
Proposition

12. Marketing and your
Proposition
Are you consistently winning new customers from your key target list by
taking a planned documented approach to the design of proposal
documents, websites, brochures, case studies, press releases, price
presentation, service and product descriptions, and contracts?
1 2 3 4 5
We win some work but not
enough to meet our growth
aspiration. We are not
getting many enquiries and
we are constantly beaten
down on price.
Our plan is working well for us
and we are winning the
customers we most want to win
at the win-rate we planned and
at the prices we planned.

13. Help Desk

15. Help Desk
Is your help desk working effectively with excellent call
handling processes, effective performance measurement and
is it delivering first time resolution in alignment with your SLA
targets and with excellent customer satisfaction?
1 2 3 4 5
We have no measurements or
system in place. Our
managers have become very
adept at resolving urgent
issues when customers
complain
Our help desk measures and
performance indicators are well
established and our managers
use them proactively to
constantly seek to improve
customer service levels and
response times.

16. Operations

18. Operations
Are your automated services, measures and processes working
well so that your technicians/engineers are all fully effective
with minimum dead time, doing the work that you planned at
the rates that you planned?
1 2 3 4 5
We are still reactive, getting
to jobs when we can, usually
servicing the customer who
is shouting loudest first. We
have no idea how many
people we need – but we
cannot afford any more.
Our technical team operates in a
proactive manner with no
measurable backlog. Customer
satisfaction is excellent and we
have a clear set of measures
which we use to plan team
growth and development.

19. Suppliers

21. Suppliers
Do you have carefully planned supplier strategy to ensure that
you maximise their support, obtain investment into your
business, and have the right portfolio of services and products
with the right balance of supplier risk?
1 2 3 4 5
Our supplier relationships
are poor so we work with
the people we get on with
best taking what we are
given.
Our supplier strategy is proving
effective. Market Development
Funds are used to drive the
business forward and our pricing
structure is well aligned to our
plans.

22. Products and Services

24. Products and Services
Do you add new products and services (either in house
developed or sourced from a third party vendor) based on a
clearly defined product development programme?
1 2 3 4 5
We are happy with what we
have got and do not add new
products and services to our
offer.
We have a well thought through
product development plan and
we work well with our in-house
team and our strategic vendor
partners to add new products
and services to the mix in an
ordered fashion.

25. Intellectual Property

27. Intellectual Property
Do you have systems, procedures, and policies in place to ensure
that you create IP that adds net worth to your bottom line and
that your IP is adequately protected at all phases of product and
service development, introduction and exploitation?
1 2 3 4 5
Intellectual property is
something that we
do not recognise in our
business.
Intellectual property is a major
element in our strategic plan to
build value in the business. We
protect everything that it is
realistic to protect. Our
development process is well
documented and audited.

29. Which of the
eight questions
that you have
already
answered is
keeping you
awake at night?

30. paul.fileman@transmentum.com