IFP Reflection Questions Instructions and Coaching, Part 4 of 4 [18 pages]
8. Strategic Meetings, “The Strategic Pivot”
What is the DMRVP of each of The Strategy’s 12 parts?
How and why does each part flow in sequence?
Go backwards through The Strategy and diagnose which parts of The Strategy need to be improved to hold a highly compensated leadership role.
What part of The Strategy do you need to improve now to fulfill your financial, career and business intentions?
For example, if #10, your leadership offers, are not satisfactory, is it your identities?, accomplishments?, autonomies?, IR#4 Networks of Capabilities?, or the OPNS you are able to design and execute?
What part of The Strategy do you need to improve most? Why? How will you do it?
How do businesspeople and business organizations use the OPNS they design to execute each part of The Strategy?
What new OPNS do you need to design to execute each part of The Strategy more competitively?
* * * * *
9. Competitive Meetings: Ethics of Power
Ethics of Power are standards of conduct, or ways of behaving in the marketplace,
… that always increase competitive capabilities and advantages, productivity, value and incomes.
Power in competitive situations is having capabilities to produce outcomes that are superior to your competitors’ OPNS.
Power comes from “Sources of Power” such as IR#4’s Networks of Capabilities (Part #6 of The Strategy), tools, knowledge, money, identities, etc.
Sources of Power
Forms of Power
Categories of Power
Axioms of Power’s Operations
Methods of Accumulating Power
The “Ethics of Power” needed to compete successfully in IR#4 when using computers and the internet to make money are completely different than those used in IR#3, or before 1980, when businesspeople used “single-purpose tools” such as pencils, calculators, lathes, elevators and land-line telephones to make money.
*****
How do businesspeople and business organizations compete successfully in a global marketplace organized around the use of computers and the internet?
How do you intend to do this in your specific competitive situations with your specific customers, employers, employees, colleagues and vendors?
How do businesspeople and business organizations compete successfully in rapid change, increasing complexity, intense global competition and with new technologies?
Why can’t reliance on common sense and task orientation compete successfully in a marketplace with competitors who are strategically oriented?
Given how you have responded, how will you increase your competitive capabilities and advantages in your specific competitive situations with your specific customers, employers, employees, colleagues and vendors?
What new “Sources of Power” do businesspeople and business organizations need to exploit to fulfill their financial, career and business intentions, other than hard work, common sense and task orientation,
… e.g., ambitions, knowledge, ethics, tools, money, OPNS, strategic networks, autonomies, accomplishments, identities, leadership roles, business organizations and anticipations?
What new “Sources of Power” do you need to use, or increase your abilities to use, to fulfill your financial, career and business intentions?
What new Forms, Categories, Axioms about Power’s Operations and Methods of Accumulating Power do businesspeople need to know about and exploit to think and act tactically, strategically and competitively with their computers, instead of relying on their common sense and focus on getting jobs done?
What new specific Forms, Categories, Axioms about Power’s Operations and Methods of Accumulating Power do you need to learn or create to fulfill your financial, career and business intentions?
What “Ethics of Power” are you using to your satisfaction,
… and which one’s do you need to develop,
… e.g., moving first, fast and persistently, always designing new OPNS with marginal utilities,
… to fulfill your financial, career and business intentions?
10. The Spine of Business Concerns
Executive – Visionary
CEOs, CFOs, COOs, CTOs, etc.
CAREERS
Constitution, Strategy and Capital Structures
What is the constitution of your career or business?
What is your fundamental Offer, or OPNS, in the marketplace?
How can you improve it?
What are three reasons it is not possible to earn a living when operating a hot dog stand? Is your constitution a hot dog stand?
How will you execute The Strategy specifically to fulfill your financial, career and business intentions?
How does your specific strategy use each of The Strategy’s fundamental intentions?
What are your capital structures, and how do you need to improve them to fulfill your intentions?
Human capital
People who are able to make and fulfill the commitments you need to help you fulfill your intentions
Capital equipment
Tools — computers and the internet — used to amplify your knowledge to produce outcomes
Do you need to improve or update them?
Do Users such as employees know how to use them tactically, strategically and competitively, or are they still task oriented?
Capital inventories
OPNS, goods and services, ready to sell
Operating capital
Money used to “operate” your career and business
Financial capital
Money used to invest in new careers or business organizations
Managerial – Operational
president, vice president, directors,
managers and supervisors
CAREERS
Selling, Producing new OPNS and Profits
What is your sales plan to customers, employees, employers, colleagues and vendors to fulfill your ultimate financial, career and business intentions?
Are your sales skills “expert” as people see on the internet, which is required to make money in IR#4 regardless of your role?
Are you satisfied with your ability to sell?
Do you know each part of the sales conversation’s fundamental, tactical, strategic and competitive purposes?
Can you produce the lowest possible transaction costs and the highest possible purchase price with each transaction?
* Remember, global competitors are setting new standards for selling on the internet every day.
Can you design and execute the OPNS with marginal utilities that are fresh, new, highly valued and scarce relative to demand,
… including goods and services,
… you need to fulfill your intentions?
Are your revenues and costs lined up to produce sufficient profits,
… or are your OPNS profitable enough,
… to fulfill your financial, career and business intentions?
Producing new OPNS
Can you design your OPNS so that they are fresh, new, highly valued and scarce relative to demand,
… so people accept them quickly and pay you very well,
… so your productivity, value and income fulfills your intentions?
Profitability
Are you able to manage your revenues, costs and expenses, or income,
… so that you can earn and save enough money
… to fulfill your ultimate financial, career and business intentions?
* * * * *
11. The Sales Conversation, normal and Top 1%
A “sales conversation” is any conversation whose intention is to produce a transaction.
Standards for how good businesspeople’s sales conversations need to be to fulfill their financial, career and business intentions are set throughout the day on the internet by CEOs of global corporations.
What is each part of the sales conversation’s tactical purpose to produce a transaction?
What is each part’s strategic purpose to produce a transaction?
What is each part’s competitive purpose to produce a transaction?
What outcomes must businesspeople produce in each part of the sales conversation, or what “situation” for the Prospect in terms of their moods, interpretations and commitments, before they can move to the next part successfully?
How can you design and speak each part of the sales conversation so that it is seductive, compelling, easy to hear, enjoyable and definitive so that Prospective Buyers,
… customers, employers, employees, colleagues and vendors,
#1 – Close quickly to produce the “lowest possible transaction costs”?
#2 – Increase their willingness to pay a premium to produce the “highest possible purchase price”?
How does being able to produce the lowest possible transaction costs
… and the highest possible purchase price, which includes incomes and bonuses,
… help you increase your opportunities to fulfill your ultimate financial, career and business intentions?
How can you improve the marginal utilities of the OPNS you use to execute each part of The Sales Conversation so that you can fulfill your financial, career and business intentions?
What is:
Marketing?
Finding or producing “markets”, which are people and businesses that “want help”
Prospecting?
To “trigger the attention” of people who want help so that they are willing to engage in a sales conversation
Greeting?
To acknowledge a prospect’s existence in a way that begins to establish identities of trustworthiness, value, authority, leadership and value that is superior in the marketplace
Qualifying?
To determine if the prospect’s CSCS make a transaction possible, create narratives and commitments, continue to establish identities of TVAL&D, seduce and compel
Presenting?
Sum up prospect’s narratives and commitments, establish superior identities of TVAL&D, make proposals to transact
Handling objections?
Help the prospect resolve interpretations about “threats” — sources of harm — to fulfilling their intentions
Closing?
Making a commitment to transact, or exchange a good/service for a purchase price
Re-closing?
To check after closing for second thoughts or withheld worries to catch them quickly and further build identities of superior TVAL&D
Fulfilling?
To produce outcomes that fulfill “conditions of satisfaction” from the Buyer’s point of view
Producing satisfaction?
To create assessments and moods of satisfaction, or willingness to transact again in the future
How can you design and speak each part of your Sales Conversations so that it is:
Seductive and compelling?
Easy, enjoyable and definitive to hear?
Please deconstruct each part of your competitors’ sales conversations:
Online
In person
Do the same for your:
Colleagues
Employers
Employees
Customers
Vendors
(End Part 4 of 4)