Business assets are everything you can reuse in your sales process.
The main assets are:
- Your websites
- Your Linkedin profile
- Your sales scripts
- List of clients, ex-clients, leads and prospects
- Campaign templates
Your internal processes can also be considered active:
- List generation process
- Processes of approach in prospecting
- Processes for advertising
- Lead conversion processes
And of course, before you can put business assets at your service, you need product.
In this context, product and service are equal, i.e. both generate a market value.
So from now on I will use the word product when referring to what your market buys, and it can be an architectural project, a consultancy, a harvesting machine, a course or any other good and service that you produce.
All are products.
Very good.
Practically to bring your company to scale we will address these assets:
- Products
- Webpages
- Linkedin Profile
- Sales scripts
- List of clients, ex-clients, leads and prospects
- Model Commercial Proposal
- Sample email campaign
- Facebook campaign template
- Campaign template via Google Ads
- Campaign model via Portals
- List generation process
- Processes of approach in prospecting
- Lead conversion processes
- Internal training processes
Our mission is to optimise these assets and put them at your service for a cash generation greater than your expenses.
I don't put people in the assets equation.
People are not company assets. People are the company.
Turning to assets.
Once put on their feet, these assets will work incessantly to convert their products into bank balance.
The first asset you should look at very closely is your product portfolio.
I'll sum you up the product strategy that has taken our company here from 4 customers year to 319 in 2017 and 823 in 2018.
PaP Solutions (averages), before (2003 to 2014):
- Product: Customer acquisition and loyalty projects - Average ticket: R$ 17,000.00
- Active customer base: 8
- Average annual intake: 4 clients
PaP Solutions, then (2015 - 2018):
- Products (All aimed at attracting corporate clients)
- Books, Courses, Consultancy, Outsourcing and Subscription - Average ticket: R$ 6,000
- Active customer portfolio: 447
- Annual average intake: 571 customers
It was only possible to pivot that way when we put the assets to work which in short allowed us to scale in. Nothing new up to that point.
But the main change was to move from an introspective vision attached to personal tastes and predilections to an extrospective vision, bent on the market.
We all literally knocked on the doors of the market, offering more and more of what we heard the market needed and little by little we moulded these requests into products, which in this context are pure transformation processes.
Now, most people are not aware of this.
I hadn't.
I lived of "tacadas", always on the razor's edge in dependence on a vital account. I had to break, to understand that being in the hands of a client, no matter how hard I worked to exceed his expectations in the deliveries, was asking to break.
Last month, during my prospecting course, I asked 34 entrepreneurs and executives:
Who has a portfolio of clients where the largest of them does not account for more than 5% of your company's turnover?
Only 2 raised their hands. In other words, the vast majority "suffer" at the hands of a few clients. That was me.
Here in these articles, I will walk you through in detail, but in homeopathic doses, slowly slowly, so as not to overwhelm you, how to implement this process of scaling your company.
For now, I leave with you, the concept that every outlay, on your business assets, is an investment.
If you manage to opportunize expenses by allocating resources to your business assets, you are sure to see a return in the form of more paying customers.
I want you to have as many clients as you need so that you are not dependent on any particular one.
