The Survival Guide For Ce Os In This Economic Downturn

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Information about The Survival Guide For Ce Os In This Economic Downturn

Published on November 7, 2008

Author: brentsapp

Source: slideshare.net

Description

The slides presented during a "No Man\'s Land" presentation - describing how an emerging company can survive and thrive in this economic downturn.

© 2006 Tatum, LLC All rights reserved.

Doug Tatum – Chairman Emeritus Tatum LLC © 2006 Tatum, LLC All rights reserved. 1400 Executive Partners and Professional Staff More than 30 Offices throughout the Nation Serving: Entrepreneurial growth firms Private equity firms Small public companies Large multi-national public companies

1400 Executive Partners and Professional Staff

More than 30 Offices throughout the Nation

Serving:

Entrepreneurial growth firms

Private equity firms

Small public companies

Large multi-national public companies

Small vs. Entrepreneurial Growth Companies A Key Distinction Who’s Creating Jobs – Cognetics Gazelles accounted for more than 90% of the growth in US job growth although they represent only about 4% of firms’ population. Gazelle Size Manufacturing Companies grew 6 times as fast as large Manufacturing Companies. Companies that began growth spurts with 100 or more employees (only 2.7% of Gazelles) created well over half the entire job growth indicated above. © 2006 Tatum, LLC All rights reserved.

Who’s Creating Jobs – Cognetics

Gazelles accounted for more than 90% of the growth in US job growth although they represent only about 4% of firms’ population.

Gazelle Size Manufacturing Companies grew 6 times as fast as large Manufacturing Companies.

Companies that began growth spurts with 100 or more employees (only 2.7% of Gazelles) created well over half the entire job growth indicated above.

Small vs. Entrepreneurial Growth Companies A Key Distinction Firms with over 5,000 employees eliminated more jobs than they created Global Entrepreneurship Monitor © 2006 Tatum, LLC All rights reserved. Among nations with similar economic structures, the correlation between entrepreneurship and economic growth exceeds 0.70 and is highly statistically significant

Firms with over 5,000 employees eliminated more jobs than they created

Global Entrepreneurship Monitor

Gazelles- The Navigating the Growth Process The Economy & No Mans Land © 2006 Tatum, LLC All rights reserved.

Meeting the Growth Challenge A Map through No Man’s Land Definition No Man’s Land is a period in a Company’s evolution when they are Too Big to be Small and Too Small to be Big The Entrepreneur feels like he is losing control Lot of effort but not a lot of movement; like being caught in a Maze Disorienting, old rules don’t work any more and effects are reflected in the organization’s performance © 2006 Tatum, LLC All rights reserved.

No Man’s Land is a period in a Company’s evolution when they are Too Big to be Small and Too Small to be Big

The Entrepreneur feels like he is losing control

Lot of effort but not a lot of movement; like being caught in a Maze

Disorienting, old rules don’t work any more and effects are reflected in the organization’s performance

Meeting the Growth Challenge A Map through No Man’s Land The Four Ms Realign with your M arket Hire your Senior M anagement Understand your M odel Raise your M oney © 2006 Tatum, LLC All rights reserved.

Realign with your M arket

Hire your Senior M anagement

Understand your M odel

Raise your M oney

The Market Transition © 2006 Tatum, LLC All rights reserved.

© 2006 Tatum, LLC All rights reserved.

© 2006 Tatum, LLC All rights reserved.

Meeting the Growth Challenge A Map through No Man’s Land Market Mis-alignment © 2006 Tatum, LLC All rights reserved. EARLY STAGE/ SIMPLE RAPID GROWTH/ SIMPLE? EARLY STAGE/ SIMPLE Company Simplicity Customer Company Complexity Multiple Customers Market Mis-alignment is the natural progression of Entrepreneurial Control

Meeting the Growth Challenge A Map through No Man’s Land Mis-alignment Causes Growth causes less contact with customers who have changing needs Entrepreneur physically unable to coordinate all aspects of delivery Customers no longer have the benefit of the entrepreneur’s high performance cheap labor Company becomes internally focused due to strain of overload and issues of growth New Products dilutes efforts of Entrepreneur © 2006 Tatum, LLC All rights reserved.

Growth causes less contact with customers who have changing needs

Entrepreneur physically unable to coordinate all aspects of delivery

Customers no longer have the benefit of the entrepreneur’s high performance cheap labor

Company becomes internally focused due to strain of overload and issues of growth

New Products dilutes efforts of Entrepreneur

Sales stop growing Increasing quality problems/ Complaints Tension between Sales and Operations Loss of Competitive advantages Meeting the Growth Challenge A Map through No Man’s Land Mis-alignment Effects © 2006 Tatum, LLC All rights reserved. Company is no longer simple to do business with

Sales stop growing

Increasing quality problems/ Complaints

Tension between Sales and Operations

Loss of Competitive advantages

Meeting the Growth Challenge A Map through No Man’s Land The Market Navigation Rule © 2006 Tatum, LLC All rights reserved. The business as a whole must become good at doing what the Entrepreneur did well with customers in order to successfully re-create Market Alignment

The Management Transition © 2006 Tatum, LLC All rights reserved.

Owner/Entrepreneur stretched thin and entering uncharted waters — “No Man’s Land” Long time and loyal employees now in over their heads Key functional leaders “frozen” — Looking to CEO for all direction Meeting the Growth Challenge A Map through No Man’s Land The Management Transition © 2006 Tatum, LLC All rights reserved.

Owner/Entrepreneur stretched thin and entering uncharted waters — “No Man’s Land”

Long time and loyal employees now in over their heads

Key functional leaders “frozen” — Looking to CEO for all direction

Helps in securing funding Leads new scaleable processes that makes it simple for the customer Hired specifically to leverage the value of the entrepreneur Meeting the Growth Challenge A Map through No Man’s Land The Value of Management © 2006 Tatum, LLC All rights reserved.

Helps in securing funding

Leads new scaleable processes that makes it simple for the customer

Hired specifically to leverage the value of the entrepreneur

Meeting the Growth Challenge A Map through No Man’s Land The Management Navigation Rule © 2006 Tatum, LLC All rights reserved. The founder must hire at the top first, not the middle, to successfully navigate through No Man’s Land

Attracting Management You Can’t Afford © 2006 Tatum, LLC All rights reserved. No : the company is not directly taxed on the employees’ gain upon exercise of ‘non-qualified options’. No: “qualified options” are not taxable to Individual upon exercise No : special accounting treatment No: valuation requirements United States 2000 Yes: the company is directly taxed on the employee’s gain upon exercise of “ non- qualified options” No: “qualified options” are not taxable to the individual upon exercise. Yes: special Accounting treatment Yes : Valuation Requirements France 2000 No: the company is not directly taxed on the employees’ gain upon exercise of ‘non-qualified options’. Yes: “qualified options” could be taxable to an individual upon exercise. Yes: special Accounting treatment Yes: Valuation Requirements United States Now

The Transition in the Economic Model © 2006 Tatum, LLC All rights reserved.

Meeting the Growth Challenge A Map through No Man’s Land The Model © 2006 Tatum, LLC All rights reserved.

© 2006 Tatum, LLC All rights reserved.

© 2006 Tatum, LLC All rights reserved.

The Case of the Freight Forwarding Industry © 2006 Tatum, LLC All rights reserved.

Meeting the Growth Challenge A Map through No Man’s Land The Model Navigation Rule © 2006 Tatum, LLC All rights reserved. The business’s value proposition must be scalable (profitable at a higher volume) to successfully navigate No Man’s Land

The Money © 2006 Tatum, LLC All rights reserved.

Microeconomics of Growth © 2006 Tatum, LLC All rights reserved. The following illustrations were built from an economic model that accounts for the typical asset growth characteristics of a rapidly expanding business on accrual accounting and transitioning through “No Man’s Land.”

Illustration of “Capital Funding Gap” Capital Funding Sources & Risks For Small & Emerging Business © 2006 Tatum, LLC All rights reserved. Capital Funding Level Business Category Capital Sources Business Risks BUSINESSES IN “ CAPITAL NO MAN’S LAND” -Limited Cash Flow- (“Too big to be small; too small to be big”) Start-up and Other Small Businesses Emerging Growth Businesses $1 million $250,000 0 Investment Bankers (IPO Market/Private Placements) Commercial Bankers Private Equity Groups Venture Capitalists SBICs/SBA Loans Very Limited Access to Capital (Angels/Factors) High Cost of Account & Collateral Management Business Borrowing Exceeds Personal Assets Investment by Family & Friends Loans Based on Personal Assets: Banks/Home Equity/Credit Cards/SBICs/SBA Lower Risk Higher Risk

Capital Funding Sources & Risks For Small & Emerging Business

Meeting the Growth Challenge A Map through No Man’s Land The Money © 2006 Tatum, LLC All rights reserved.

Meeting the Growth Challenge A Map through No Man’s Land The Money Navigation Rule © 2006 Tatum, LLC All rights reserved. The key to raising money is reducing real and perceived risk of the company

General Thoughts and Conclusions T!! L G © 2006 Tatum, LLC All rights reserved.

T!!

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