Business Growth Dynamics

Business Growth Dynamics
A Guide for Business Owners and Entrepreneurs

Uncover the secrets to your hidden business wealth, get more cash, make more profits, have more time and more fun in your business.
From small Changes
To
Big Profits
Are Your Hidden Profits Leaking Away? A special report

This report has been influenced by some of the top business creators in the world. I owe a huge debt of gratitude to Jay Abraham, Ted Nicholas, Dan Kennedy, the late great Gary C Halbert, Peter Sun, Michael E. Gerber and especially Scott D Hallman. You can reach me on 01793 346 823 or email help@businessgrowthdynamics.co.uk Are you up to the challenge? Are you ready for the ride of your life? Are you open to a new belief that you can make more money, have happy loyal staff, customers that love you, have more fun and more time? Are you ready to massively scale your business?
Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010
Step by Step System to Build a Solid Profit Generating Business that is Scaleable.
In here you will see the three primary systems that every business must have to create a powerful sustainable profit building business that runs automatically You will learn the most important and yet simple process that guarantees you will never have to risk anything ever again Everything I teach is low cost and low risk and the results are guaranteed (provided the system is followed)!
Table of Contents; Foreword......................................................................................................................3 About Us......................................................................................................................4 7 Key Ingredients........................................................................................................5 What stops us from building a sustainable business?..................................................6 How can I uncover my hidden business wealth?.........................................................9 Have a Clear Strategy................................................................................................10 Innovate or Die..........................................................................................................11 Create a Compelling Sales Advantage......................................................................12 Sales Process.............................................................................................................14 Compelling Incentives...............................................................................................17 Create a Niche Market...............................................................................................17 Converting Sales Enquiries.......................................................................................19 Maximise Existing Client Value...............................................................................21 The Power of Up-Sell and Cross-Sell.......................................................................21 Getting customers to purchase more often................................................................23 Customers at the Centre of Your Organisation.........................................................24 Create Active Referral Systems.................................................................................25 Packaging Products...................................................................................................26 Strategic Alliances and Joint Ventures......................................................................27 Create a VIP Program................................................................................................28 Getting the most out of Your People.........................................................................30 Test and Measure or Die............................................................................................30 Time Management.....................................................................................................32 Management Focus....................................................................................................34 Implementation..........................................................................................................35 My Offer to You........................................................................................................37
Foreword
Hi, my name is Steve Prior, and I'm going to share some special insights about the world of business and in particular your hidden business wealth. What you are about to see, hear and experience will change your mind about business forever. If you are prepared to take the bull by the horns and use one or more of the techniques mentioned here you will add to your bottom line and make me the happiest person alive! ButI can hear a little voice that is telling me you have done everything in your power to improve your profits and reduce costs. There is nothing else that can be done Well, of course you have, I know you have already done your best; there are no magic pots of gold out there and all this talk of hidden business wealth is a load of baloney But there again.maybe, just maybe, a fresh pair of eyes may be able to see small details that could be tweaked and have a significant effect. All I ask is that you keep your mind open and allow the discovery of uncovering your hidden business wealth. Once you see it, touch it and feel it there is no turning back. This isnt an easy.do this in seven days and be a millionaire trip I promise you this though, if you are prepared to explore and see with open eyes, all of the strategies, tactics and actions required are very low cost, have almost no risk and can be implemented by any business. (Profit and implementation really is in the detail)! How would you like to systematically uncover your hidden business wealth, add 7%, 20%, or even as much as 61% of extra profits, with little time, money, effort or risk? Just imagine doing that every year, after year, after year. Imagine what the value of your business would be, achieving your dreams and living the life you promised yourself. Oh.. And before moving on, if you are closed to the possibility of small details having a large impact on your business then dont read any further. Save yourself valuable time and throw this in the bin right now!
What do we do?
We strive to identify the best and most appropriate marketing and business growth systems from people who are proven to consistently deliver. These systems and strategies are designed for entrepreneurs, business owners and managing directors who want more profits, more money and more life! Im the sort of person who is passionate at anything and everything to do with creating powerful business profit engines and by using the very best and latest in low cost marketing, hope you enjoy this little report.
A Question for you

What do you think is the best way to create wealth? Is it stocks and shares, fine art, property or gold? Much depends on your own strengths but owning and running your own business is one of the best ways to create wealth. No other investment strategy has the potential to create wealth in the way that a business can. You see, with a business, you can keep on growing revenues and profits, year in year out, at a compound rate in excess of 30% plus. (Once you know how)!

What if there was a way of growing revenues and profits in a systemised and predictable way? Would you like to know how to grow your business by 7%, 20% or even as much as 61% within 90-120 days? What would you do if you found a business expert that guarantee's these kinds of results and return on investment? Extract an extra 10,000 to 1 million of cash via your business.
What I have noticed is that often small, but decisive changes to certain aspects of a business will have a manifestly large impact on your bottom line. The world's highest-paid marketing consultant Jay Abraham may have summed it up better, when he said;
OPTIMISATION
"Getting the maximum return, for the longest duration of time, for the least amount of expense -- on everything you're
Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 4
doing now, have done in the past, and will do in the future. "
Jay Abraham/Worlds Highest Paid Marketing Consultant
7 Key Ingredients
There are 7 key ingredients which will affect the outcome of our time together; if one of them is missing then we will have a fair chance of not succeeding or failing in this particular endeavour. 1. Desire or Passion (The need to do). If we do not have a dream or somehow do not have the necessary passion, we will see life and our business as a chore, something we must do is not at all motivating. So ask yourself this, where does your passion lie, what is your real desire? 2. Knowledge (What You Need To Do). Gaining knowledge about something is easy to remedy. If you do not have knowledge about transforming your business success, you can simply learn it from someone that does have the knowledge. 3. Skill (How You Need To Do It). Skill can be a bit trickier to get a handle on and much depends on the skills you need to acquire. All I will say is that from a business context you must somehow gain or outsource the skill necessary to transform your business because it is vital. This is the biggest single area of failure though, so dont underestimate it. (Many of the people I meet today understand what needs to be done but they lack the know-how to do it)! 4. Action (Doing What You Need To Do). This is all down to you and is very much a choice. You either act on what I am going to teach you or not. By the way everything I will suggest you to do has complete integrity, is safe and will hardly cost you any money (in most cases its free, apart from a little of your time). 5. Persistence (Continue What Needs To Be Done). We sometimes get a little stuck with persistence (pardon the pun)! I cant really teach you persistence; all I will say is that you need to give yourself a chance. A lack of persistence will cause failure The best definition of failure I ever heard was from a seminar I attended in 2005, it goes something like this; Failure is really falling over Forwards. 6. The System - (Teach someone to fish and you feed them for life).The system is all important as is its implementation, if you can create a system for your business, then you will always have a business. More to the point, you will have a business with predictable profits; you will have a business that does not necessarily need your constant attention. You will have the system to implement in any business of your choice.
7. Small details big growth - (The power of compound or incremental improvement). I will leave this vital element to be explained by the rest of this report!
The Power to Transform You and You Business

Discover and Grow We are going to lift the lid off what is possible and you know what, it doesnt matter how old you are, where you live, where your customers or clients are, or how tough your market place is. Just keep an open mind and watch out for those small details that have an irritating way of leaking away your hard won profits and a marvellous way of building wealth over the longer term (when you know how to do it) Stuff and life can get in the way if you let it but there is no need for that to happen. I have a deep passion about what I do, a passion that is full of energy and knowledge and based on my own experiences. (If you are interested in hearing more about my story, please drop me a line help@businessgrowthdynamics.co.uk or call my office +44 (0) 1793 346 823
What stops us from building a sustainable business?

I have spent a good deal of precious time in the past 27 years talking with businesses and their owners. A number of issues seemed to crop up on a regular basis. Typically they reflected themes which are often common to all of us: Not enough time. (Im too busy) I need step by step help I tried that and it didnt work for us My business is different to anything else you have ever seen Our business is cyclical and it is all hands to the pump It is too risky We cant do that because In my opinion that wont work There is no budget for that You make it seem so easy My staff doesnt understand We are better than xyz competitors and yet they seem more profitable than us
Maybe you have challenges or views which you agree with from the list and I would expect you to have a few more of your own. What I will say is this; I have over the past 27 plus years in business heard most of the reasons as to why things are tough and you know what, everyone of them is valid! Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 6
But before you close this report and say I told you soAllow yourself the possibility that there are answers, there are solutions and in many cases those answers can be found by asking better questions. Often the worlds best ever question is;
WHY? If you ask why enough times you will often identify the real issue and for that matter the real opportunity! What sometimes looks like a people issue often comes down to the system and its implementation. I have formulated a Business Profit Map which is a culmination of experience, knowledge and learning from some of the worlds greatest business practitioners including Scott Hallman, Michael E. Gerber and Peter Sun to name but a few. You see one of the really key issues comes down to time; we are always so busy being busy. Now if there was a way to identify where to focus our energy and create a mechanism or environment where we could make time, life would get a whole lot easier. We humans have different strength and weaknesses; if we could find a way to just focus at what we are good at and call someone to do the things we hate to do. For example, I am really good at asking highly pertinent questions that lead closer to the truth whereas other people are far better at managing people. My strength is developing a systemised business whereas other people are better at pure creation and so on.
How can I uncover my hidden business wealth?

How hard is it to make better profits and still have fun? It is surprisingly easy to increase profits but like it or not we need to have a quick look at some figures. These are called profit drivers and you will start to get an idea of how you can improve by focusing on small amounts and have a major impact on your profits.
7% improvemen t 107 1284 32% 412.164 107 53.50% 57 2.14 123 3.21 393 162,079 1 54% 1 236 92,782 618 254,861
A B C D E F G H I J K L M N O P Q R S
Name Monthly Leads Annual Leads A x 12 Conversion Rate % No of New Customers (B x C) Average spent by Customer Profit Margin Average Profit per sale (E x F) Average No of Purchases per year per customer Profit per year per customer (G x H) Average No of years customer buys from you Lifetime profit value of each customers (I x J) Lifetime profit value for all customers (D x K) Average Number of referrals per customer during lifetime Referral Conversion Rate Number of referrals per customer (M x N) Total number of referrals during lifetime (D x O) Lifetime profit from referrals (K x P) Total lifetime profit value of each customer (K + (K x O) Total lifetime profit value for all new customers (L + Q)
Value 100 1200 30% 360 100 50.00% 50.00 2 100 3 300 108,000 1 50% 0.5 180 54,000 450 162,000
Your Business
Percentage Increase
New Figures
In the above example we have worked on an average improvement of 7% across all turnover and profit drivers. Yours may be a business where we may not be able to increase every profit driver. It doesnt really matter too much because we can normally improve most of them (by substantially more than 7%)! Action step; enter your own figures just to see the effect! If you want a copy of this spreadsheet, please call me. Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 9
System for creating sustained profits and having fun in your business.
Have a Clear Strategy
A fairly famous statesman once said; However beautiful the strategy, you should occasionally look at the results. You may at this stage be wondering who it wasTo save any angst on your part, this came from the pen of none other than Winston Churchill. I believe the statement is spot on because it helps to reinforce everything Im saying in this report and that is Please, please, please have a long term strategy because it will provide a high degree of focus and will give you a goal to aim at and an objective to achieve but.. Be aware that the market does not care how clever your strategy is; it will provide clues and guess what? Look at the results as these will give you some clues as to whether it is working or not. If the results are not where they should be, maybe its time to reflect on your business strategy. So what is a business strategy? It is a clear statement of where you want your business to be and what it must do for you, your team and your customers or clients. It embraces or forms part of your organisation (even for very small businesses). An organisational strategy will help to shape what your business will look like at some point in the future. If yours is a small business you may be thinking why you should need an organisation chart. At the end of the day it is really about your intent to achieve the overall objective. Demarking responsibilities will give you a very good idea of future roles for anyone who may be interested and will ensure you allocate time and resources to each role. This moves us neatly on to the customer part of strategic objectives. So who is your customer or client? Scott D. Hallman identified an excellent way to see this and coined the term Compelling Competitive Advantage. More on this later
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Innovate or Die
People who know me have said Im very creative. I would beg to differ because I dont think I am. You see, the fact is to create implies a new start almost from nothing. What I will say though is that I am very innovative. Innovation is different from creating. Innovating is like having the ability to see situations, ideas, strategies to be able to look around and see the background and bring everything into a sharp focus with new ways of seeing. There has been many times where I have used my ability to see situations with fresh eyes and provide innovative solutions. A quick example; I did some work for a car hire company based in London. They had an unusual setup and provided self-drive and chauffeur driven cars for VIPs. They serviced all their own vehicles. Often, businesses would hire cars when their own car was being serviced. This may sound really obvious but I suggested they create a new service. The idea was to service clients cars and provide a replacement hire car at the time of service. Typically, we would take a booking, deliver a hire car, and collect the car to be serviced. We would then service the vehicle and valet it (we had our own equipment on site) then return the car and collect the hire vehicle. Now what was truly amazing was the huge profit we made from this. Back in the 70s this company turned over around 1m. When we developed the car servicing business we were able to add around 180k of extra revenue and it was almost all pure profit.
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Develop a Systematic Client Acquisition System

I owe a debt of gratitude to:Scott D Hallman (USA) for this beautiful concept.
Create a Compelling Sales Advantage.

There are a lot more terms to help define this topic so you may have seen it written as Competitive Sales Advantage or Essential Sales Argument, Unique Selling Proposition or even The Irresistible Offer. I personally dont care what we call it; the main thing is to understand its importance. The idea of a Compelling Sales Advantage (CSA) was created a long time ago, there seems to be some debate as to who started it all but for me the main culprit was Rosser Reeves (1910-1984). He was one of the pioneers of television advertising and was committed to simple direct and some would say annoying ads. (He was very effective at increasing sales) His ads were focused around what he called the unique selling point the one reason the product needed to be bought or was better than its competitors. Anyone remember the chocolate that melts in your mouth not in your hands? Why a CSA? You must have a CSA because without it, there is no way to make you remarkable, how and why should clients or customers choose you? It is the bedrock for the whole business, it is the foundation of your empire however big or small it is. Think about this, why do you shop at one supermarket over another? Is it because, they are the lowest price? The largest selection? The best quality?
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You are making these kinds of decisions all the time, maybe without realising it. More to the point your customers and prospective customers are making the same decisions about you and your business. Theres money in having a CSA that is well thought through and is articulated to your market. I have an example of where having a good CSA doubled the margin of an IT Reseller. That means for the sake of a few words, a couple of phone calls and knowing what to say and ask this particular organisation managed to double their profits Could you do the same in your business? Differentiating your business from your competitors by creating your Compelling Sales Advantage involves 5 steps. Step 1. Strategic Position Look at your existing clients or customers, how might you segment them? There are lots of angles for you to consider and obviously depends on your business (is it aimed at consumers or other businesses)? You could look at the geography you serve, the type of customers you have (or are targeting), their size and so on. The ideal is to establish what type of product or service you are offering and link this to the unmet needs of your customers and prospective customers. Note: (The hardest thing to do is create a brand new service and then try to create a demand from people who are not interested) Step 2 Youre most important CSA This will be your main differentiator; occasionally you can use your strategic position as the differentiator. There are the steps you can take to determine and create your CSA Internal focus group In what way are you different? Customer survey Why did they buy from you? Competitive Analysis Where are you stronger or better?
Step 3 What is your supporting infrastructure? It is one thing to arrive at your most important CSA, now we must work out how we are to deliver our promise. There may be changes in your business that are needed to be able to deliver consistently. If we take a look at Domino's pizza, they built an infrastructure that enables them to deliver on their promise. Delivery within 30 minutes, or it's free. In addition, they also had to ensure they had enough restaurants in the main areas (particularly by colleges). Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 13
Step 4 Secondary and other competitive advantages. What are the other competitive advantages that your business offers? What else do your customers or clients perceive as different from your competitors? Tesco, the supermarket chain, use the strapline that says, Every little helps Their secondary CSA or benefit could for example be widest range, largest selection, deals of the week. Step 5 Create your CSA statement. Having completed all the other steps, it is now time to create your CSA. The actual CSA should be able to be expressed in 90 words or less. It should form the foundation of all the ads, brochures, and other marketing messages from now on. Another way to look at this is to think of your prospects and the kind of pain they may have? What does your product or service deliver that relieves their pain? What is your sustainable advantage?
Many of the businesses I see today are saddled with a great business but no one is aware of it. Not only that but not having a strong CSA will affect the prices you are able to charge. Call me to ask for the details on how you can charge more and get more customers! Sounds crazy doesnt it ;-) 01793 346 823
Sales Process - Have you fully identified your target and thought about the small details that will effect its execution?
There is more wasted effort in this part of the profit equation than almost any other part of your business! I feel a Homer Simpson moment coming on hereDoh I have come across businesses that have wasted millions on ill conceived programs on how best to attract new clients. At its most basic level we are simply looking for a thirsty crowd. So why oh why do we waste time and energy in courting so called prospective clients who really have no interest? There are four possible mechanisms for attracting clients and customers: Image advertising. Direct response. Mass marketing. Target marketing. Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 14
In reality your ideal mechanism for attracting new clients will depend on who your best current customers are. The question then becomes how do I define my best customer? First have a good hard look at your existing clients, is there something that commonly defines them? One of the best exercises for doing this is to create a spreadsheet and list all your customers for the past X years. In a perfect world X years would represent the total number of years that a customer stays a customer with you. This may not be that easy for you so just use a figure that is reasonable. Now total all the revenue spent by each client/customer. Finally, sort your customers by how much they spent. There is every likelihood that you will find that 80% of your revenue comes from 20% of your clients! Now have another look at defining who your ideal clients are. Does it give you any clues? I did this exercise for a company very recently and it turned out that their biggest lifetime spenders came from the Technology sector. As a matter of fact something like 33% were technology based businesses. And yet, their current portfolio of clients hardly had any technology based businesses in there. People who know me well have come to expect me to use metaphors and since you have read this far I think the time is now appropriate! You see the fact is that at any one time there is probably only around 3% to 7% of your market that is open to buy your particular product. The example I use is green tomatoes and red tomatoes. If you were to imagine a period of time, we will call it twelve months and you had 100 potential purchasers of your product. Only 3% to 7% is open to a discussion. So in this case 93-97 tomatoes are green and 3-7 tomatoes are red and ripe for picking Now, if you also imagine that you had 1000 worth of time, energy and resources available to spend on attracting people to your company, service and product what would be the best strategy? In other words would you want to spend money on trying to pick green tomatoes? To divide the 1000 between 100 prospective purchasers i.e. 10 per person or find a way to establish who the 7% are and invest the 1000 between them which is around 142 per opportunity. Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 15
In every case you would go for the latter, focus on finding the ripe red tomatoes every time. Once you have identified where your best opportunities are we can then think about how to contact them and how they might find us. One of the best strategies which I use is a two stage process. It is designed to weed out the red tomatoes from the green ones. It helps to identify who your best prospects are likely to be. Action step - stage one would be a very low cost tactical device that identifies people who are interested right now. You might consider using a postcard which draws attention to you, maybe offering a low cost to you but valuable report to your potential clients.
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Compelling Incentives to lure your prospects away from your competition

Here is my view of the competition I used to think that the competition was to be feared with a high degree of dread. Nowadays Im not so concerned mostly because if you can innovate and combine that with a compelling sales argument you end up creating a magnet for your best clients. The world is an amazing bountiful place and there is room for all types of business, people, products and services. So ask yourself this, is it possible to motivate prospective clients away from so called competitors? There are no maybes about it, the answer is yes. Have a look at your products and services, what have you got in your arsenal to lure or entice people away from a competing company? One which does work incredibly well is to start the ball rolling by offering to prove your worth and do a deal. This could take the form of a low cost introduction which is followed by great customer service and orders of product at full price. I used this strategy on lots of occasions and in one particular case brought me 90,000 in profit. A variation of this theme is to offer help and support to a potential client without chargeI know this may rankle with some of you but it is not as altruistic as first seems and I would only recommend it with very careful guidelines. Action step - create an active program and provide prospects with valuable information so they can reach a decision. This report falls into the latter category. (I hope you like it so far);-) Whatever you decide to do, it must be done with complete integrity and with the prospective clients interests to the fore. Effect of this strategy on your business is 9% to 37% of existing revenue.
Identification of a Niche Market that you will own

This is always a huge bone of contention and in most cases when I ask the question; who exactly is your niche market? Most business owners Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 17
run a mile, bolt the door, slam down the shutters and politely (mostly) inform me that they supply anyone who wants to buy from them. Keep remembering that little promise to yourself, keep an open mind and think about that charity I will need to send 50 to! Having a niche market does not stop you selling to anyone and everyone you want to. What a niche market does do is help to create a natural magnet for someone who appears to specialise. Let me give you an example; do you own a car? (Hopefully you do otherwise my analogy wont work very well)! Just imagine that you had a problem with your exhaust pipe and it needed to be fixed. You had three choices open to you. 1. Garage A - We fix all makes of car 2. Garage B We specialise in Exhaust pipes 3. Garage C We specialise in Exhaust pipes for (enter your type of car). Now, all things being equal if the garages were the same distance from you, charged the same price, were open the same hours etc. The chances are you would go to the garage that specialised in your type of car with that type of problem. Having a niche is in almost every case a good thing. You and your organisation are perceived as the best. That little word perceived is crucial because you dont need to be the best just perceived as being the best. There may be times when having a niche is not good but I have yet to find it. The crucial point to think about is as follows: Your niche must have enough prospective clients out there to make it viable. They must have a pain or problem that you solve. There must be an easy way to engage with them. Things you can do Create a spreadsheet listing all your customers. Total up how much they spent with you over their life time. Review the biggest spenders, is there a common theme i.e. a niche?
Effect of this strategy on your business is 5% to 27% of existing revenue. Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 18
Have you measured how many leads or enquiries you convert into sales?
This is the part where we blame the sales guys for not performing. Is it possible that we might be shooting the messenger? Who knows, I would encourage you to read the next story. Converting leads or enquiries to sales is one of the biggies in pretty much any industry and almost any organisation. When I talk about biggies I mean it represents a huge challenge and opportunity. As always we must be careful before drawing any conclusions WHY So much can affect the sales conversion process. This is a process which is touched by so many parts of your business. I have witnessed just about every possible variation, have a look at the list (and these are just some of the variations)! Just imagine you get or have 10 sales opportunities and you normally convert 2 of them. The sums are real easy, that is a conversion of 20%. Do you believe there is a way to convert 35% or even 40%? It is of course possible. Here though is the $64,000 question, where should we focus first? And by the way if you are able to improve your sales conversion from 20% to 40% you have just doubled your business! Should we focus our attention in improving the salespeople? Or is our time better spent on getting better qualified leads? Both of these questions then lead on to yet more questions. Have a look at your current sales process, when you break it down it is likely to have 5 or more processes and each stage is converted to the next stage. The aim here is to find ways to improve each part of the process in small steps. One of the things you must do is create a simple testing and measuring system because this is about certainties. The chances are that you may get a little bit stuck with this and it is impossible for me to know your particular business. So if you need any assistance, call me and I would be happy to go through and discuss this critical area with you. This simply needs more dialogue to ensure you really get it! Things you can do; Call me to discuss your particular situation, I am happy to schedule a 20 minute conversation, no charge. Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 19
Effect of this strategy on your business is 30% to 100% of existing revenue.
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Maximise Value and Transactions from Existing Clients

Is it true that it costs at least 5 times more resources to win a new client? I would suggest that it could be anything from 5 to 15 times more costly. If you are an established business it makes more sense to find ways to add value and leverage your existing relationships. The alternative is to spend tons of money trying to get new customers and you may not need to!
The true power of up-sell and cross-sell

Increase your average point of sale transaction by 20 to 30% using the power of up sell and cross sell. Have you ever been to a McDonald's restaurant and been asked the question, would you like fries or Coke with that? A couple of months ago, I met a friend at a well-known coffee shop. As I ordered my coffee, they asked if I would like a cake with that. My answer was yes, please, so I paid my money and sat down with my friend. By way of comparison, I visited another very well-known cafe. I ordered my coffee, and they asked me if there was anything else I wanted? I said. No, thank you, paid for my coffee and sat down. Now, there were only a few words that differed and in my particular case, that difference equated to spending 2.10p or 3.50p! The difference between the two was only 1.40p. Multiply that by the number of people per hour and the number of hours in a day. You will start to see how saying something specific could make a huge difference to your bottom line. The fact is, statistically, 30% of people will say yes to these questions, and the organisations who employ the simple tactic earn as much as 30% to 50% of their profits. Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 21
In most companies that I visit, something like 81% do not use this incredibly simple tactic. If your business earns you 100,000, this would equate to 30,000 of lost income. If your business earns you 1 million, this would equate 300,000 of lost income. This concept is called up-sell or cross-sell. Up-sell is where the customer decides to purchase more of what they are ordering. Cross sell is where the customer decides to buy additional items that are somehow linked to the original purchase. The key to the system is to; Understand your marginal profits. An offer that make sense. Get the timing right. Easy measurement system.
What does your system looked like? Is your system formalised and are your people trained so that they make full use of it? Profit Is In The Detailsaccumulator Now here is a chance to test what impact a systemised up sell and cross sell marketing program could do for your business! Profit is in the details... A) Current Turnover (Annual Revenue).-- B) Times 15% Increase----------------------- C) = Increase Annual Turnover------------- D) 5 Year Plan Effect-------------------------- E) Business Valuation Effect---------------- F) Total Valuation Effect---------------------- _________________ X 15% _________________ AxB _________________ Cx5 years _________________ Cx6 years _________________ D+E
(Note) This has been taken out of a program by Scott D. Hallman. This calculation is based on revenues. You will need to review your marginal Net Profit to identify the profit increase. Please feel free to give us a call to discuss. Effect of this strategy on your business is 5% to 30% of existing revenue. Things you can do - Is there something you could try right now that could be tested and measured? If there is, how much would this add to your bottom line?
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Getting customers to purchase more often

If yours is the type of business that has a repeating cycle to it then this is a great mechanism to optimise and then leverage. An alternative way to look at it is to think of ways to increase how long your customers stay customers of yours. Are you selling the same product or service repeatedly to the same customers or could you get customers back more often and offer them other products or services? Your most profitable asset is your current and former customers and yet everyone is so busy spending tons of money trying to find new customers. You may have heard this before but just in case you havent.it costs somewhere between 5 and 15 times more to find a new customer than to sell to an existing one Put another way, you are leaking profits if you focus purely on new customer acquisition. Before moving on, are you aware of the true value of your customer? Once again my research shows me that many businesses are not. In fact, I find that most business owners are unaware of the relevance of this important measurement. Here is how we can calculate it: L=(P-G) x N x Y Where: (L) = Average lifetime profit per customer (P) = Average sales value per visit (G) = Average direct cost per sale (N) = Average no of sales per year (Y) = Average no of years as a customer The fact is if you can get a customer coming back more often you will add to your profits. If on average people buy from you 5 times a year and you increase the average to 6 you have effectively added around 20% to your bottom line. Have a think about offering incentives to encourage customers to come back to you more often. (Note, an incentive does not necessarily need to cost you anything, it could simply be a reason for your customer to come back to you more often). Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 23
In a hair salon, this could be as simple as agreeing a schedule that ensures your clients hair looks great. If you operate a cleaning business, the benefit for increasing visits to your customer could be things like less time spent at the visit so less disruption or maybe a better environment to work/live. If yours is the sort of business that tends not have a repeating cycle then another way of doing this is make offers of other products or services. If you are a one service or product business then you could always offer services from other businesses. I know of several businesses that do just that, they endorse or sell/promote items from other suppliers and get paid for doing it. The main thing to remember here is that it has to be of benefit to your customer. We are not in the business of stitching anyone up. People will come back more often and love you for doing it. Remember, if you are uncertain about how to do this it doesnt mean it cant be done. Keep an open mind and speak to your current business or marketing advisor or just pick up the phone and call me 01793 346 823. Effect of this strategy on your business is 10% to 45% of existing revenue. Things you can do - Take a step back and see if there is a repeat nature to your business, or think about another service/product you could offer that would get customers coming back to you more often.
Are Customers at the Centre of Your Organisation?

I can almost hear you scream at the top of your voice that of course customers are at the centre of my business, they always have a great experience when dealing with me/us. It makes sense doesnt it? Like everything else in life (and business) this is one of those opportunities or issues that are sometimes difficult to measure. Ask yourself a couple of questions and look at the following statements: I never lose any customers they stay with me year after year. My customers have a great experience because they tell me so. My customer care ticks all the boxes in all areas of my business including Pre-Sale Sales Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 24
Sales Administration Accounts Delivery Complaints and queries Post-Sale Service and repairs
Have a long hard look at this list, take a step back and imagine yourself as a customer of your service; where does it fall down, which part of your business could be improved with the minimum of effort, where are you strongest? Its only when we look at this objectively that we spot opportunities and issues. Issues are the flip side of opportunities, for every problem there is a golden opportunity to make good. If you cast your mind back to the average lifetime value of a customer you will start to really understand the true financial impact and the impact on your own team as well as the impact on your customers. Providing a great customer experience allows you to: Charge more for your product or service Your customers will want to come back to you more often and for longer time Your customers are more likely to want to refer business to you Your staff/team will be more loyal and energised
The impact of this particular detail will have the most profound long term influence on your ability to drive good profits and true growth. Effect of this strategy on your business is 10% to 20% of existing revenue. Things you can do create a simple questionnaire that asks customers what they think of you, their experience of doing business with you and how it might be improved.
Create Active Referral Systems?

Getting referrals are great for a number of excellent reasons. It is by far the lowest cost method for generating new clients or new business. You often get better qualified clients. Fewer objections to overcome. Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 25
Better positioning for you and your brand. Trust is past on. Better loyalty.
If you and your business already get word of mouth type referrals then it makes sense to accelerate and leverage the process and create an active referral system. So how do I do that? At its simplest you could just ask for a referral! For some reason UK businesses either forget to ask for a referral or think that it is somehow inappropriate to ask! My mum used to say it was rude to ask, but why? Creating a referral system, have a think about the potential referral trigger points. These are the occasions that naturally occur as part of our everyday business. When you have just won a new client. Could form a natural part of your contractual terms. Offering existing clients a reason to refer someone to you.
A point that is sometimes overlooked when receiving referrals is that the whole dynamic of the initial relationship is very different. It positions you differently. You are the one who is in demand and not the other way around. I know of 106 different ways of referring business to you, could one of them work for you? The things to look out for when developing your referral system is that it can appear to fail if you dont do the small things right. For example; This has to be a consistent effort, doing it once is not going to cut it. You must train and motivate your staff correctly. Create a system, test it, measure it and when optimised leverage it.
Things you can do Have a look at how many word of mouth referrals you currently get. Review your trigger points. Create a simple mechanism that asks for referrals.
Packaging Products
Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 26
This has to be one of the worlds greatest ever strategies when it comes to increasing revenues and profits but I hardly ever see it used right. This strategy is perfect for small to medium sized business; in fact it is perfect for almost any size business. But.as businesses scale and get very large or up to blue chip size it becomes harder to implement because of the way that individual targets are set for each product line. But in your business Im certain there are opportunities to package products together, add client value and make more profits at the same time. One of the keys to this is to understand how to calculate the marginal net profit of each product offering. Give me a call if you want some help with this. Once you know the figures it is safe to start to give some thought as to how to offer different bundles or packages. I have worked with business in Service industries, Manufacturing, Information Technology and Supply Chain. The chances are that I have worked in or around your business sector so if you need a hand to identify package bundles please give me a call. Things you can do Review your current products and services. Are there bundles that could go together that create a higher profit and better value for a customer?
Strategic Alliances and Joint Ventures

An often misunderstood area of business and yet the right type of alliance can massively impact your business. One of the challenges is to define a joint venture. It can be hugely sophisticated involving ms or can be incredibly simple involving little more than some thought and time. If we were to look at the various levels of sophistication I would call a joint venture between say IBM and Microsoft to be fairly complex and likely to involve teams of people.
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Lower down the scale is a technique that is called a strategic endorsement. Now the thing about strategic endorsements is that they are very easy to do and only take a little time and thought to set up. The main challenge is going to manifest itself around any perceived risk and this can be mitigated by ensuring all risk is removed. For this reason it is far easier to set up a joint venture with someone you know than to approach someone you dont know. Things you can do - Review all your existing relationships and start to look at where alliances could be formed. Effect of this strategy on your business is 3% to 100% of existing revenue.
Create a VIP Program

We have already looked at how to identify our best customers. Im probably stating the obvious here but they need to be looked after because if a competitor is able to lure them away it will certainly affect your profitability. I have personally been involved with a number of customer VIP initiatives. When implemented correctly they will block out the competition, put you and your business head and shoulders above any other supplier, give you access to senior management, provide insights into future products and services and a host of other benefits. So what do I mean when I talk about VIP initiatives? At one level it could be about customer care and at another it might involve strategic alliances or benefits for your top customers. It depends to some extent on the type of business you are, who your clients are, how much on average is spent and so on. One of the best VIP initiatives I ever came across was in the IT industry. We had a system which was called Executive Sponsorship. The idea was that our most senior managers would be tasked with calling on our largest customers usually with the account manager responsible for the account. It was an exploration of their business as well as ours, gave the client a chance to ask strategic type questions and we to do the same. The insights this gave us were immense and on more than one occasion allowed us to steal a march on the competition as we developed new services the clients wanted and needed.
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Things you can do - have a look at your business; do you have large clients, could you set up your own VIP system? This is just one idea of dozens that could be implemented. Effect of this strategy on your business is 2% to 35% of existing revenue..
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Getting the most out of Your People

One of the best ways to get the most out of your team members is to hold regular weekly meetings and I do mean every week and with all staff. It is amazing what happens when sales staff intermingle with engineers, ideas just fly off the wall. Its a great opportunity to share and communicate company strategies, current challenges and future plans. People feel a part of something which they are able to contribute to. Contrary to some popular opinion, money is not the primary motivation for a large section of our working population. There are of course exceptions to this, sales staff are a prime example of selfish devotion to increasing their pay packet and you get richer at the same time! Talking of richer, have you ever heard of Julian Richer? He is an entrepreneur who started with a Hi-Fi shop in London and now has 43 stores throughout the UK and Northern Ireland. One of his strongest attributes is that he built a large chunk of his business by finding ways to encourage staff to create new ideas to improve customer care, reduce costs, improve profits and have more fun. I thoroughly recommend his book The Richer Way Julian Richer. If you adapt his methods to your business you will have a fantastic mechanism with which to leverage your organisation. Things you can do - read the book and focus on a reward scheme that encourages ideas from all staff and rewards all staff. Please dont think of this as one of thoughs old suggestion box reward schemes that no one could be bothered with! Implementation is the key. Effect of this strategy on your business is 10% to 30% of existing revenue.
Special Strategy - Test and Measure everything that has an impact on profit
You must, must, must test and measure everything you try in a safe low cost way. Only when it is shown to be better than before must it be rolled out across a division or business. This message is so important I will repeat it.You must, must must test and measure everything you try in a safe low cost way. Only when it is Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010
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shown to be better than before must it be rolled out across a division or business. If only every business owner adopted this message we would have fewer failures and more openness to try new ideas. Please allow me to give you an example of what I mean. One or two people have said to me that direct mail does not work for their business. When I ask them why, the answer went typically like this; We sent out 2500 letters with brochures to a database of prospects offering a free seminar and not one person responded. It cost us a fortune to design the brochure, print all this stuff, one of our staff was off the road for 4 days just getting this ready etc Other people have been more direct and have said we spent 100,000 on direct mail and we are not going back there, we are not even going to discuss it.This does make the next bit kind of difficult! My next question is to ask for the results of their split tests? To which most people say, split what! A split test is a straightforward simple technique that enables you to try something out safely without betting the bank. In the case of direct mail, you could create two slightly different letters. Send out 200 of each letter to your randomised direct mail list and measure the response. You could for example just change the headline. Once you get your results back, see which letter worked the best. In most cases you will see a difference in the response. The idea is simply to look at which one worked the best. That is the one that is your new baseline and can be safely rolled out. It may be worth noting that there are at least 20 items that can be tested in direct mail, each and everyone will affect the outcome and will increase or decrease the % who responds. A few listed here are; Has the list been correctly sourced? Are the target contacts the best for your campaign? Have you got the best headline? (This can have a massive effect on the response rates. In some cases up to 12 times or more) What sizes of envelope are you using, colour, shape etc? Have you included at least one testimonial? Have you written it in a style that is warm and engaging? Is the offer clear and unambiguous? Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 31
Have you made it easy for your prospects to act?
I could go on but I think I have made my point. Sweeping statements are out and thoughtful contemplation is in! Now, Im not suggesting that you use direct mail in your business, it may be the best strategy or it may not; Im merely using it as an example of what happens if we allow ourselves to be misguided and that small details can have a very large effect on your business. Testing and measuring can be applied to almost every part of your business or business processes. The impact of a testing and measuring system on your business is massive, could make or break you. Things you can do - have a look at your sales conversion ratio. How many leads or prospective customers convert to paying customers? Come up with one idea that you could try in a safe way to improve your conversion ratio. (Note) Testing and measuring is so crucial to every part of your business that its importance must not be underestimated and I know Im repeating myself. It helps to keep risks down to an absolute minimum and has a greater bearing on profitability than almost any other topic. Value of this strategy is success or failure!
Special Step - does your Time Management leave you time to do the tasks that will create the best outcome for you?
Of all the issues and opportunities that crop up this one is second or third after customers and profit. Like Ive said before a lot of entrepreneurs out there have an idea of what needs to be done in a business, if only they had the time. Doesnt that statement strike you as a little strange! Lets get this straight, you may know what needs to be done and you dont have the time to do it? Okay, so maybe we could look at where you spend your time and how you see the importance of where you spend it. What I have noticed certainly amongst small to medium sized business is that business owners will tend to use their time in areas of the business that they are most comfortable with. Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 32
There is quite a well know book out there by Michael E Gerber called the E-Myth and his new one the E Myth revisited. In it he asserts that small business owners are technicians with an entrepreneurial seizure. Im not suggesting you fall into that category at all but just maybe a part of you relishes using your hard learnt knowledge because that is where you are most comfortable. What if there was a way to measure the true costs of the time you use in your business? What if you were to list all the operational activities that needed to be done? What if you were then to identify the easier tasks and delegate them to other staff, or outsourced them to an organisation who was able to complete the job for you? Hows this for a quick idea! Grab a pen and create a simple box or matrix. Suggest you do four columns across by a dozen columns down. Now in the left hand column write a list of operational requirements that you must do just to deliver your service, these items are the repeatable processes that crop up most days or weeks. In the other columns write down, hard to do, not so hard to do and easy to do. Put a tick in the column that you think fits best. Now you will have a better idea of what you may be able to delegate or outsource. I know that it is likely that when you delegate or outsource something, that person or company is never going to do such a good job as you. Maybe they will only do 80% as well as you but this is normally going to be okay. If you do this simple exercise you will find that there will be a few more hours a week that you can now spend to do the profit building tasks that will make the big differences over time. Like I said before, this is a system or process which will pay you back in spades. It has the capacity to provide you more profits, give customers an excellent service, create an environment for staff to flourish and give you that most precious of commoditiesTime for you to invest in whatever you want to do.
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Management Focus and Diagnosis

A lot of really good ideas fall down because they are poorly executed and implemented. What I sometimes find is that entrepreneurs are not always good at project management and this leads to an inability to get the best out of the opportunity. There are enough really excellent books out there that could help you or you could always call your friendly advisor for assistance!
Identify where to focus first and opportunity value

Okay, I hear you say, this all looks fantastic but where do I start? Should I focus first on maximising transaction from existing clients or developing a systematic client acquisition system? And even assuming I can work out which major thing to focus on what about the specific activities that needs to be done? Is an active referral system my first port of call or putting together a joint venture? Hmm, it can sometimes be a bit tricky and what I will say is this. Whatever you decide to do, just focus on one key activity at a time, otherwise you will run yourself ragged. Top tip, as a quick start I want you to look at a few key figures or metrics to help you decide where to start first. Have a look at how many clients or customers you currently have and do a quick calculation based on the table at the beginning of this report. Measure how many prospective clients you normally get and how many are converted as a percentage. If you calculate that most of your business and profit comes from existing clients and you are showing a profit at the end of the year. I would suggest you focus on further enhancing activities to maximise transactions and customer service. If you find that a big focus is new clients then look at how many prospects are converted as a % to paying clients. This will help you to determine whether to spend time looking at creating new leads or invest time in improving your conversion ratio. Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 34
As far as management attention is concerned, it becomes incredibly difficult to improve a businesses profits without paying head to a the bigger picture and includes the following; Review Opportunity Value Break Down into Discreet Chunks Testing and measuring Realistic Expectation Team Buy-In
Implementation
This is the big issue for many business owners. I would bet that you have read books, been to seminars, paid handsomely for consultants to help but you are still running on the spot. The gap is not necessarily about what needs to be done but it is usually how to do it. I really hope I have provided you with enough information to get some pretty good ideas about how you would implement and execute these strategies. There is no doubt in my mind and is based on years of experience that many businesses struggle to implement effectively. The other big issue and an observation based on some of my own bitter experience is this What type of business owner are you? Are you good with your hands? Maybe you have an eye for strategy and dont do so well on the small details? Are you creative? Are you a natural born leader? And so on The point Im trying to make is that we are all born with a certain set of skills or natural attributes. We then decide to start a business and nothing prepares us for the diversity of different skills that are needed. A partial answer is to learn new skills but it never seems to go far enough. What about if there was a way you could continue to focus on what you love doing and leave the boring stuff to someone else? Have you heard of this expression before; One persons meat is another persons poison Well, my reading of that is that there are roles for all of us; by focusing on our strengths we provide a natural flow that enables growth and expansion. Almost all businesses that I have been employed by and have since come across are scalable, its just that most dont scale because business owners think (mistakenly) that they would have to do more of the rubbish, boring tasks and they are already too busy. Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 35
Open your eyes and keep an open mind because there is a way to grab your dreams. Creating wealth and value can be great fun In closing you have one of three options open to you;
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Summary;
1. You decide there is nothing new here and carry on as you have always done. 2. You take on board at least one of the strategies outlined and implement the changes in your business. 3. You like what I have said so far and decide that you would like to invest a little time and money in building a predictable business.
My suggestion and recommendation to you;

I have personally bought and invested in a wide range of business building solutions. People like Jay Abraham, Peter Sun and Scott D. Hallman all have excellent products available. The one who gets my top recommendation is Mr Hallman who has several powerful programs available. The one I bought some time ago is called T h e P o w e r o f O N E which you can review via this link. The Power of One Inside you will find 12 great business profit boosting lessons; "The Power of ONE - The Ultimate Business Growth System" This is an introductory tape that explains, in detail, the four reasons why businesses do not implement effectively on a consistent basis and how you can make simple changes to create powerful profit making changes consistently. Growth Session 2 "How to Effortlessly Get 30% of Your Customers to Dramatically Increase their Average Purchase (and your profits as well)" Growth Session 3 "Condition Your Customers to Purchase 20% More Often, While Keeping Them Loyal to Your Business" Growth Session 4 Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010 37
"Start to Finish Total Customer Satisfaction" - Ten Opportunities to Increase Customers Retention by 50% or More Growth Session 5 "How to Create 'Active' Referral Systems to Double or Triple Your Referrals Effortlessly" Growth Session 6 "How to Increase Revenue 10%-50% by Providing Your Customers with a Continuous Stream of Products and Services They Need and Want Section 2- Maximizing Sales Start here if you are a start up, have few customers, or are looking to expand your sales as a first priority once completed you can return and complete the other sessions. Growth Session 7 "The Power of Strategic Endorsement How to Double Your Sales Force Without Spending a Dime" Growth Session 8 "Reduce Your Cost of Acquiring New Customers by 50%-80% Through the Use of a Laser Marketing System" Growth Session 9 "How to Use The Power of Compelling Incentives to Lure Your Prospects Away From Your Competitors" Growth Session 10 "How to Package Synergistic Products/Services to Increase Profits 25%-30%" Growth Session 11 "Creating Competitive Advantages to Differentiate You from Your Competitors" Growth Session 12 "Creating a Compelling Competitive Advantage to Make Your Business the Logical Choice" Marketing Doc Ltd, trading as Business Growth Dynamics. Web: www.BusinessGrowthDynamics.co.uk Tele: 01793 346 823 Copyright Steve Prior July 2010
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Ultimately of course the choice is yours, if you have any concerns or doubts please feel free to give me a call on the number below. The Power of One Leave a message on 01793 346 823 or email me help@businessgrowthdynamics.co.uk and request your free 20 minute discussion. As always, have an open mind, put aside time with no interruptions to allow us to explore the possibilities with you and your business. Dont limit your self, reach for the stars and wave goodbye to the sky as you burst through. Warmest regards and every best wish in your business and personal life. Steve Prior For Business and Life Success P.S. Please pass this E-Guide to at least one of your business associates who could learn from these strategies.
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Business Growth Dynamics

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Business Growth Dynamics

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Business Growth Dynamics

A Guide for Business Owners and Entrepreneurs

From small Changes

Are Your Hidden Profits Leaking Away? A special report

A Question for you

The Power to Transform You and You Business

What stops us from building a sustainable business?

How can I uncover my hidden business wealth?

Develop a Systematic Client Acquisition System

Create a Compelling Sales Advantage.

Compelling Incentives to lure your prospects away from your competition

Identification of a Niche Market that you will own

Effect of this strategy on your business is 30% to 100% of existing revenue.

Maximise Value and Transactions from Existing Clients

The true power of up-sell and cross-sell

Getting customers to purchase more often

Are Customers at the Centre of Your Organisation?

Create Active Referral Systems?

Effect of this strategy on your business is 5% to 20% of existing revenue.

Effect of this strategy on your business is 10% to 30% of existing revenue.

Strategic Alliances and Joint Ventures

Create a VIP Program

Getting the most out of Your People

Have you made it easy for your prospects to act?

Management Focus and Diagnosis

Identify where to focus first and opportunity value

My suggestion and recommendation to you;

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