small business startup start up idea how to

The Startup Manual
small business startup start up idea how to

 

Think You'd Never Get An Opportunity to Be Trained, or even Coached, by a CEO Who Has launched 8 Startups, Grown Two Companies To Over $100 Million in Sales and has Created Over $1 Billion in Shareholder Value Already in his Career? How about someone who has coached and trained CEOs and senior managers since 2002?

Well, Think Again!

Now You Can - Risk Free -- With a Comprehensive Startup and Small Business Business Resource for Planning and Launching Early-stage Companies and New Products.

It is designed to paradigm shift your thinking to think like a serial entrepreneur and develop your business intuition to be world-class by training you in powerful tools that would normally take a decade to learn by trail and error. This is not a book or seminar but a comprehensive framework to Design a successful business model, research and build the company and even run it in the early-stages.

The Start Up Manual:
Hundreds of Secrets and Many Systems For Business Success From a Serial Entrepreneur Who Has Been a CEO Since 1989. Also Includes the "CEOs Tools DISC" from our $2,495 CEO Boot Camp which contains over 200 files to help you design, launch and run your business.

You can learn to avoid the most common mistakes that kill and limit companies and get a complete roadmap for the critical processes most peopel do not even know exist to increase your chances of success dramatically.

"Even though I sold a large Inc. 500 company before, this gave me the models I needed to just drop things into place and greatly improve and speed up my business development process."
         --  Susan Chandler-Duquette, CEO DEI Business Consulting


Dear Entrepreneur or CEO,

Entrepreneurs who "know it all" already need not go further into this letter, because it's not for them.  People who think that are hopeless and have shut off learning from others. I am still learning after 30+ years. Neither is this for those who are totally satisfied with their present positions, and the progress they have made in their business. This is for the self-actualized person who wants to short cut their learning by using the lessons of others.
 

As Socrates said: "It is the wise man who knows what he does not know".

I'm looking for the people who know we are all always on a learning curve for life and need to be constantly learning from others who have already been where we are going.  Especially with the rate of change in today's busienss environment. Founders, CEO's, General Managers and entrepreneurs who have a burning desire to make a profound difference in their industry and society with their product or service by growing a significant company. One that will have a real impact, and also make them wealthy along the way by dominating their target niche or market.

This will help develop and optimize a "Corporate Vision", which is an art that needs practice to master. it is for entrepreneurs and CEOs who are ready to go beyond what acedamia and books by specialists can teach you -- it is by a serial entrepreneur for entrepreneurs.  You need a healthy ego to found any company today, as the risks are great. But you also have to temper that ego and be able to ask for guidance and learn from others wh have "been there and done that". From someone who's been on the battle field of business, has taken his hits but still went on to victory. Someone who knows that in this ever increasingly complex world you need more help from others than ever before to build a successful company. By successful I mean a company that employees 15 or more peole and can generate weatlh and value - not a job which requires you to be that and work to get any income. A company continues to make money when you go away to build the next one and has a multiple on earnings of 8, 15 or even 20 times those earnings that allow its sale for millions of dollars after it matures and grows for several years.

If that's you, then I'm here to present to you one of the most complete resources found on the market today to help you design, launch and grow your  business for TOTAL success.  This is not to say you should not read 50 other top business books to round out your knowledge and business acumen but this is a corner stone that will add structure and improve how you use ALL your knowledge and experience.  It contains many of the tools taught at Bob Norton CEO Boot Camp ($2,495) and the full 14 DVD training program for CEOs ($799).  This 250 page, 4.5 pound reference manual plus two CDs of digital business tools and modela that you will use over and over again and keep as a desk reference for the rest of your business for career. It will be a book you turn to when you face tough problems in business to dissect those problems into managable parts and generate superior solutions to your competitors.

 

 

Who Is This CEO And Why Should I Listen To Him?

 

          

I'm Bob Norton, the author of several books and over 50 video and audio training products on entrepreneurship, business strategy, and management and leadership best practices. I also created The CEO Boot Camp and AirTight Management, which is the first ever propsoed standard for Small to Medium Sized (SMBs) business systems. I have been a full-time CEO since 1989.  That represents nearly three decades as an entrepreneur. However, I am also what some call a "Life-tiem Learner" - that is someone who is always reading and growing their knowledge base actively. This combination has made me an leading authority on business, startups, entrepreneurship, intrapreneurship, product development and growing any size company rapidly.  Few people have as much experience making startups profitable from the ground up with minimum capital and risk.

 


I've Created Over $1 Billion In Shareholder Value So Far

Now I want to pass my experience onto you at a small fraction of the cost that both startups and major corporations pay me to consult with them, coach them and train their management teams in strategy, management, leadership and more.

I've worked for such companies as The International Thomson Organization (now Thomson-Reuters), FIRST CALL, Grumman Aerospace as well as many other companies of all shapes and sizes. Perhaps you've seen me on CNBC, Good Morning America or read about me in INC. magazine. But I have never been one to pursue fame or "branding" myself. I am too busy doing what I love which is launching companies.  I developed this to provide access to this knowledge to smaller companies that cannot afford my coaching and consulting services but need it badly to survive and/or prosper.

 

I'm a specialist who consults - and is paid rather handsomely --- to coach CEO's and train entire management teams to help them grow their business. Many entrepreneurs do not know how to "shift gears" and evolve their management style so their company grows faster and more smoothly.  As you move from "raw entrepreneurship" to "professional management" there are many things that must evolve to continue company growth. What works at $250,000 or $1 million in revenue does not work at $5MM or $15MM in sales. I also coach and mentor both new entrepreneurs and very experienced CEO's.

 

In a nutshell: I'm the CEO CEO's call when they are struggling with new territory, or the you know what hits the fan.  I tell you this NOT to impress you but to impress upon you that I do know what I'm talking about -- but more importantly how I can help mentor you to build your business faster and with less capital and risk, and help take your company to the next level.

 

And make no mistake:  Success in Today's Competitive Business World Doesn't Come Easily!   You Absolutely Need To Leverage The Working Knowledge of Others That Have "Done It Before" more than ever before. Complexity continues to increase every year as compaines become more specialised and go after smaller niches.

And that's what I do.  As part of our business at C-Level Enterprises, Inc.  I mentor and advise entrepreneurs and CEO's on business strategy, business model design and optimization through one-on-one consulting, seminars like our CEO & Entrepreneur Boot Camp and realatively cheap products like The Startup  Manual.

"You have done an incredible job putting this manual together. I finished putting my operating plan together yesterday thanks to your manual and I am amazed at the clarity it brings to the table.  I realized I already had 99% in my mind and on the business plan, but laying it out on an functional format makes a hell of a difference on how to convert all the information sitting in my brain and on the business plan to a tactical format and how I can communicate this massive amount of information to my key executives..  I believe it converts thoughts and ideas into concrete doable tasks and tactical functions that can easily be deployed. Kudos for a great product!"                                                              
        -- 
Jackie Burgoa, President and CEO, Strategic Planning Associates, Inc.

Size Doesn't Matter When It Comes To Startups - Here's Why!

Let's look at the 5 different levels of developing companies:

  1. Startup - From raw concept of idea to first revenue, 0-50 employees

  2. Early-stage or early Revenue - To $5 million in revenues and 5 to 100 employees

  3. Established - $500K to $20 million, 20 to 100 employees

  4. Expansion/Growth - $1 million to $1 billion, 100 to 1,000 employees

  5. Mature - $1 billion and up, or over 1,000 employees

These enterprises all have something in common. They all began as STARTUP BUSINESSES.  Microsoft, Dell, Sun, Oracle, Apple, didn't just appear out of nowhere, right?  Yes, these companies came from humble beginnings, but they went onto to dominate their industries because they used a proven formula you will learn in The Startup Manual.

 

You see, I designed The Startup Manual, to help entrepreneurs and CEO's like yourself to succeed in two ways.

 

 First by avoiding the most common mistakes entrepreneurs make in early-stage companies, and second by giving them a framework to design and optimize their businesses. I've successfully developed and improved this system over the last 20+ years as a full-time CEO of five different companies and advisor and coach to over one-hundred more.  

 

Let me ask you something right now:

Would You Go On A Jungle Safari Without A Guide?  Would You Fly a Plane for the First Time Alone Without Instruction?  Then Why Would You Launch A Business Venture Alone When You Don't Have To?

Many businesses fail because founders think they know more than they actually do.  It is tough to "know what you don't know".  Unfortunately you tend to discover these things way too late to do anything about them.  Sometimes they are fatal mistakes.

So wouldn't you rather let a CEO with over 30 years of in-the-trenches real life experience - who's put it all together for you in an easy-to-work-formula mentor you through the potential deadly pitfalls?  Someone who has launched eight companies himself (personally, not attaching his name to others' work), hundreds via his clients, and many dozens of products, and over many cycles honed this difficult process to perfection.

With my system you won't have to reinvent the wheel in your startup business and will avoid the many, many mistakes that trap most founders.  And that's because in The Startup Manual, you'll learn  

Jealously Guarded Systems of a Serial Entrepreneur

1.      The Roadmap for Launching Your Company.

2.      How to Develop and Test Your Business Vision.

3.      Critical Rules for Startup Success Most Entrepreneurs Don't Know.

4.      Top 8 Startup Mistakes to Avoid That Kill Most Good Companies.

5.      A Hiring System That'll Boost Your Chances of Getting the Best People.

6.      Defining The Early-stage CEO's Changing Role Through the 4 Stages of Development

7.      Defining and Managing Risks

8.      A Framework For Developing Your Employees To Grow With Your Business

9.      Raising Financing Bonus Report - Top 11 Things NOT To Tell Investors

And much, much more

The Startup Manual will show you how to develop your business in the areas of sales, marketing, product development, operations and financial optimization. It'll train you in a system of hiring people that'll greatly increase your long term success for years to come.  

Allow me to provide you a roadmap for launching your business built on startup philosophies that few people know.  But YOU will --- and it'll make all the difference in the world to your company's survival, and prosperity.

From Beginning To End The Startup Manual Will Help You Internalize Proven Profitable Startup Business Philosophies So That They Become Second Nature To You!

I'll present documented proof and will show you:

1)  The importance of vision and a step-by-step process to develop a complete and testable one with all the eleven elements needed.

2)  How to use a business development and product roadmap to enhance your competitive advantage.

3)  How to minimize risk by exploring your business ideas and determining their viability in the marketplace before spending money developing products. Most companies fail becuase they do insufficient market research - not paid market research but the kind Richard Branson does to validate key principles for the success of the business. I have read all his books and he is an amazing entrepreneur - but he has not documented his system and thought processes in these books.

4) The 10 critical rules for startup success you must know. Some are counter-intuitive and some people think you need to do the opposite!

5)  The perfect startup "model", a case study to follow with philosophies and systems proven to enhance your company, products and culture.

6)  Why "100% solutions" for customers can mean certain death for startup companies!

7)  How to choose the right employees for startup environments. Most CEO's do not understand these key differences. Even teh vast majority of professional head-hunters and specialize recruiters are totally clueless about these techniques as I invented them.

8)  How to increase product development productivity by a factor of 10 to11. (YES That is NOT a typo - 10X to 11X!) Creativity and innovation have huge leverage and every company needs to innovate to survive and grow.

9)   How the CEO's role differs in early-stage companies and must evolve in later stages. You must shift focus AND gears (style) as your company evolves. Few know how to do this, which is why venture capitalists fire so many start-up CEOS to bring in "professional management" when a certain level is reached.

10)  The most common I-can't-believe-I-didn't-see-that coming mistakes and how to steer clear of them.

Plus, much, much, more . . . .

"In building First Call Corporation, Bob Norton, was my secret weapon in getting a really audacious job done not only on time and under budget, but done so well that it revolutionized how equity sales was done on Wall Street. His abilities to understand complex requirements, to synthesize elegant solutions, and then to manage a team to get it done, are still the best I've ever seen."

      -- Jim Rutt, ex-CEO Network Solutions - The Original URL Directory Company

Take it from me there's no better feeling in business than creating a profitable company from the ground up. One that'll stand the test of time and will be a part of your legacy. One that will generate value for decades for you and all stakeholders, be they shareholers or your own key team embers. BUT it's difficult and nearly everyone doing it is needlessly betting lots of their time and money without complete knowledge of the obstacles ahead of them.

Do that and the odds are really stacked against you.

The risks are great and business consultants like myself (and other business experts) will charge $400 to $1,000 per hour or more for their time and expertise developed over decades - don;t get me started on that becuase most are not capable in so many areas that interwine with success. As a CEO coach and mentor I have seen it all and cleaned up after many failed consulting engagements of others. Few are equiped to help you write your business plan and develop your business vision in the early-stages.  Most are specialists and will sell their "Big Company" style and solutions which start-ups should avoid like the plague. Here your life savings can be on the line, not to mention your business reputation. Do yu really want teh lowest bidder to win - or the one with the best track record and most experienced? Don't be penny wise and poud foolish when you are betting so much. Don't think of this as a book - but as a proven system with hindreds of tools in the toolbox you will use over and over again for your entire career.

By putting this knowledge in a manual for the first time ever I'm making it affordable to all entrepreneurs to have this level of help and expertise which will enable them to double or triple their chance of success of a new business start-up

Your Complete Blue Print For Starting a Business

  • Roadmap For Launching Your Company 

Here I give you an outline of the immediate steps you have to take FIRST for your enterprise to succeed. What most founders and CEO's DON'T know and will bite them, maybe even fatally if they don't plan around them. I'll show you how NOT to be another failed statistic and instead--- teach you how to put your company on the path to long-term profitability right from the beginning of your journey. If you do all this right then capital will come to you like metal to a magnet.

  • Ways To Develop and Test Your Business Vision

Sad to say many  startup  business owners are clueless as to what a true vision is.  As an entrepreneur having a working model of that is more valuable than gold and platinum. The Startup  Manual  provides you a  soup-to-nuts process which will enable you to flush out your vision and make it completely workable. One that'll help you leap over your competition. This alone will double your chances of business success.
  

"I must congratulate you on your excellent piece 'The 11 Requirements of a Successful Vision'. I am a CEO of a midsized company with an MBA in marketing. So far, I have not come across so much clarity in any other article on "Corporate Vision"   Thank you once again for publishing a masterpiece."
  Udays Desai, CEO, Suprawin Technologies Ltd

  • Rules For Startup Success -  My 25 year study of peak performers in all areas of business has shown me that there are many common traits and strategies used by mega success entrepreneurs each day that separates them from their competition.  So I took these strategies,  tested and perfected them myself and compiled them into The  Startup Manual - so you can immediately leverage them for your own business startup's explosive growth.

You see, my goal in creating The Startup Manual  is designed to shorten the  many year learning curve for entrepreneurs and CEO's, and add greatly to the knowledge base of experienced ones. You can benefit from other CEO's mistakes which will undoubtedly save you tons of heart-ache, hassles, time and money!.  And   could be the difference between your company growing profitably each and every year or drying up like a raisin in the sun. Which brings us to

  • Top Startup Mistakes To Avoid That Kill Good Companies 

There are about 8 mistakes that account for the demise of the majority of startup companies. Imagine if you had that list and could make sure you were not making those blunders.

Think for a moment: What would that information be worth to you?  Thousands of dollars?   What if I gave you a proven system to manage around each of those risks effectively?  Now what would it be worth to you? Hundreds of thousands of dollars? Maybe even millions in additional company value or revenue over the years.  In The Startup  Manual I  succinctly lay out the solutions to every day land mines that will no doubt spring like a leaky boat and - and then show how to plug them up immediately so your company can ride the wave to opulence--- year in and year out.

  • A Hiring System That'll Boost Your Chances of Getting The Best People 

For your sanity and for the health of your company I tell you right now the best investment you can make as a CEO is in your employees. From day one there is ABSOLUTELY nothing more critical than hiring the right people. It doesn't matter if you are hiring one person, or just consultants to build a virtual team or planning to hire 100 people. I'll show you how to select the best people that share your vision for the future and make it their goal to make your business dream a reality.
  

"Mr. Norton is a true visionary who can also execute. Few people have the ability to do both."           
          -- General Partner, Investment Banking Firm

     Defining The CEO's Role - If You Don't Know Then Who Does?

People who are founding companies are CEO's in training for many years. Every peak performing CEO I know, myself included, NEVER stops learning and adding to their skills, experience and knowledge.  I spend at least $10,000 year, and often $20,000 on seminars and learning materials and integrate all he best ideas and models into my systems and philosophies.

Here I get you to understand the CEO's role you should play early on and how it should evolve as your company grows.  I'll demonstrate to you step by-step- how to develop and improve your leadership and management style that'll increase your ability to attract and keep the top employees and how to get the most out of them. In a synergistic approach you must realize that for you to reach your goals you must help your people reach theirs!

  • Defining and Managing Risk 

Many entrepreneurs don't identify and manage risks well. They're blinded by rose colored glasses optimism and what they think they know and will ignore what they should know.

Allow me to mentor and show you how to not only fight this tendency, but also recognize the risks in your business and tune them down, or in some cases even completely take them out of the picture for total business startup  success.  

Mark my words: What you don't know will definitely kill your company.   As you get further along in The Startup Manual and put into action my techniques you'll instinctively know when and how to use controlled risk to your benefit.

"Having been there and done that Bob Norton knows exactly what needs to be done to grow a company and that is a powerful message."

   --  John Facella, Founder The CEO Group and Experienced CEO

  • A Framework For Employee Development  

Employees are the life blood of your enterprise. And what you will learn in this section is worth the entire price of my manual and then some. You see, in growing two companies rapidly to over $100 million in sales, I discovered first hand a lot about what happens to employee culture in both high growth and early-stage environments.

Problem: People generally can't keep up with the growth of the company in terms of their own personal development from individual contributor, manager or executive to the next level.

Solution: I'll show you how to help turn-around these cultural problems and use them to your advantage by allowing employees to expand and grow with the company and by squashing the bad feelings that inevitably arise with rapid growth and people left behind.

  • Raising Financing Bonus Report - Top 11 Things NOT To Tell Angel Investors 

There's indeed an art to raising financing. I don't care if you're dealing with Angels or VC's. There are certain tricks of the trade that you need to do that I guarantee you --- the players won't tell you!

You see, it's a game. Angels or VC's figure if you can't figure this stuff out yourself you're not a very good investment. BUT they also always want to leave the door open, just in case you start to become successful later and they want to invest. (jumping on the bandwagon, I call it)

Perception is reality: I give you a list of things NOT to do or say that most people don't know that will kill any chance of raising money. I shake my head in amazement when I see entrepreneurs totally annihilate their chances of raising money with a single sentence.

 I charge $1,500 for a financing readiness coaching session to review and edit your investor presentation. But you won't have to, because  in this chapter I discuss in detail some of the most common mistakes you will make--- and how to avoid them like a telemarketer calling you at dinner time.

Here is the detailed, complete Table of Contents to understand exactly what you will get in the Manual itself:

THE STARTUP MANUAL - TABLE OF CONTENTS:

INTRODUCTION ...........................................................................................................................................................XI
THE ART AND SCIENCE OF BUSINESS DESIGN TM ......................................................................................................1

Why Business Design Must ALWAYS Be The #1 Priority of Any New Venture? ................................................................1
Defining "Business Design" .............................................................................................................................................2
The Vision Pie ..................................................................................................................................................................3
A Simplified Example of A Business Design ......................................................................................................................3
Where Do Entrepreneurs Go Wrong? ..............................................................................................................................7
How Many People Does It Take? ...................................................................................................................................10
Knowing What You Don't Know .....................................................................................................................................11
The Business Design Process ........................................................................................................................................13
Business Design Process Diagram .................................................................................................................................13
The Steps to Designing a Business ...............................................................................................................................14
1. Come Up With Your Initial Core Value .......................................................................................................................15
2. Research the Market. ................................................................................................................................................15
3. Develop a Proposed Market Positioning Using Some Competitive Landscape Maps. .................................................16
4. Develop a List of The Professional Skill Sets You Will Need To Build The Company Across All Disciplines. ..................17
5. Analyze The Risks In The Business .............................................................................................................................17
Now Repeat This Cycle Until You Get It Right .................................................................................................................17
Verifying Your Business Design ......................................................................................................................................18
The Greatest Market Research Tool Ever Developed ......................................................................................................19
Writing a Business Plan ..................................................................................................................................................20
Conclusion ......................................................................................................................................................................21
HOW DO YOU GROW ANY COMPANY TO $100 MILLION? .......................................................................................23
Business Design Is an Iterative and Never Ending Process ...........................................................................................30
THE 11 REQUIRED ELEMENTS OF A SUCCESSFUL VISION ...............................................................................................32
What is a Vision? ............................................................................................................................................................32
Diagram - The Vision Pie .................................................................................................................................................34
What are the Other Slices of the Vision Pie? ..................................................................................................................35
Any Vision Must Evolve With Time ..................................................................................................................................38
How Do You Practically Implement a Vision? ..................................................................................................................39
Diagram - The Vision Cone ............................................................................................................................................40
How Can a Vision Be Communicated? ...........................................................................................................................41
DEVELOPING A MARKET ENTRY STRATEGY ..............................................................................................................45
Using Competitive Landscape Maps as a Positioning Tool .............................................................................................45
Steps to Developing a Successful Market-Entry Strategy: .............................................................................................46
Diagram - SIMPLE CLM SAMPLE .....................................................................................................................................46
A MORE COMPLEX SAMPLE CLM .....................................................................................................................................48
Diagram - A More Complex Competitive Landscape Map ..............................................................................................49
Differentiation Is The Key ..............................................................................................................................................50
THE MESSAGING AND COMMUNICATIONS PYRAMID ROADMAP TO YOUR VISION ..............................................53
FOR EARLY-STAGE COMPANIES ......................................................................................................................................54
PRODUCT DEVELOPMENT AND 80% SOLUTIONS ....................................................................................................56
Why New Products Should Never Shoot to Solve 100% of Any Problem .......................................................................56
Every Product Must Ship With Some Problems ..............................................................................................................57
Let's Talk About Why NOT Solving The Entire Problem Is A Good Thing! .......................................................................59
You Are Shooting At A Moving Target ............................................................................................................................60
HOW TO GET 11X PRODUCTIVITY IMPROVEMENT IN PRODUCT DEVELOPMENT ..................................................61
Here Are Some Simple Ideas That Can Greatly Improve Productivity ............................................................................61
Product Development and the Mythical Man-Month .......................................................................................................62
Insist on Proper Design Time .........................................................................................................................................64
Select Your Time Frame for Development Before Your Feature List ...............................................................................64
A Fact of Life - Getting It Out The Door ..........................................................................................................................65
Proper Customer Research Must Be Completed Before Design Starts ...........................................................................67
Feature Review and the Dreaded Product Committee ...................................................................................................68
Defining Objectives And The Design Process .................................................................................................................69
Other Functions That Need Attention ............................................................................................................................72
Rules to Live By .............................................................................................................................................................72
"MARKETING" A WASTE OF MONEY OR THE MOST IMPORTANT THING YOU CAN DO? ........................................74
Defining Marketing .........................................................................................................................................................74
Market Research and Market Positioning .......................................................................................................................75
What Should Your Marketing Department Look Like? ....................................................................................................77
Where Will Your Product Fall on This Diagram? ..............................................................................................................78
Product, Promotion, Placement and Price ......................................................................................................................79
Market Research List: ....................................................................................................................................................81
Measuring Marketing ROI ..............................................................................................................................................82
Primary Measurements of Marketing Effectiveness Used by Senior Marketers Worldwide.............................................83
Conclusion .....................................................................................................................................................................84
THE RISK ASSESSMENT LANDSCAPE MAP .................................................................................................................85
A Method for Evaluating and Managing Risk ..................................................................................................................85
Diagram - Risk Assessment Landscape Map ..................................................................................................................89
PRINCIPLES OF RISK MANAGEMENT .........................................................................................................................93
Risk Management Paradigm ..........................................................................................................................................93
Functions of Risk Management ......................................................................................................................................95
Risk Versus Opportunity ................................................................................................................................................96
Summary .......................................................................................................................................................................97
JOB SCOPE IN EARLY STAGE COMPANIES ................................................................................................................99
Diagram - Job Scope ....................................................................................................................................................101
THE "SKILL SET MATRIX" .........................................................................................................................................104
CONSULTANTS AND GETTING THE MOST VALUE ADDED .......................................................................................111
When and How to Use Consultants Cost Effectively ...................................................................................................111
Types of Consultants ...................................................................................................................................................113
The Process Of Getting A Consultant On Board ...........................................................................................................114
TOP TEN TIPS ON USING CONSULTANTS WISELY ................................................................................................114
A Project Process: .......................................................................................................................................................116
SIMPLE YET POWERFUL MANAGEMENT METHODS THAT WORK ...........................................................................117
How to Manage Employees at Varied Levels of Experience .........................................................................................117
Table - Management Methods .....................................................................................................................................118
Management By Wandering Around (WBWA) ..............................................................................................................118
Micromanagement .......................................................................................................................................................119
Management by Objective ...........................................................................................................................................120
Management By Exception ..........................................................................................................................................120
Leadership ..................................................................................................................................................................121
A POWERFUL YET SIMPLE FRAMEWORK FOR EMPLOYEE DEVELOPMENT ...........................................................122
Expectations for Climbing the Corporate Ladder .........................................................................................................122
Diagram - Management Methods ................................................................................................................................123
Expectations of Individual Contributors: .....................................................................................................................123
Additional Expectations of Managers: .........................................................................................................................125
Additional Expectations of Executives: ........................................................................................................................128
WHEN DO YOU NEED A VISION TUNE-UP? .............................................................................................................132
IS CUSTOMER SERVICE DEAD OR JUST DYING? AND THE 8 TOP WAYS TO IMPROVE CUSTOMER SERVICE ....136

Satellite TV Hell - A Case Study of Very Poor Customer Service ..................................................................................136
Consistent Bad Service For Over 20 Years - Is It Possible? ........................................................................................140
Why Does This Happen? ..............................................................................................................................................141
Diagram - What Attitude Dominates Your Customer Base? ........................................................................................143
Does Anyone Know What's Going On Down There? ....................................................................................................144
Top 8 Ways To Improve Your Customer Service ..........................................................................................................146
Key Metrics, And Your Company's Dashboard ..............................................................................................................150
Chart -The Corporate Dashboard Staring Point ..........................................................................................................152
PLANNING AND STARTING A NEW BUSINESS - FROM CONCEPT TO LAUNCH .....................................................153
A Road Map To Starting a Significant Company ...........................................................................................................153
TOP TEN RULES FOR START-UP SUCCESS WHAT MAKES LESS THAN 1 IN 100 EARLY-STAGE COMPANIES SUCCESSFUL? ...........................................................................................................................................................161
A PERFECT METAPHOR FOR A STARTUP ..................................................................................................................168
How Do You Run A Start-Up Differently From Other Companies? .................................................................................168
The Metaphor ..............................................................................................................................................................168
Startup or Skunk Works Mentality ...............................................................................................................................170
STARTUP VERSUS BIG COMPANY A COMPARISON OF OPERATIONS MODES ......................................................172
Big Company Disease is Most Often Fatal For Startup Companies ..............................................................................176
The Top Ten Signs Showing That A Company Has "Big Company Disease" .................................................................176
DEFINING THE CEO'S JOB ........................................................................................................................................179
What Does A CEO Need To Know? ..............................................................................................................................179
Diagram - Model of A CEOs Responsibilities ................................................................................................................179
Knowing Enough About Each Business Area and Hiring ..............................................................................................180
Communications ..........................................................................................................................................................184
Developing The Vision .................................................................................................................................................184
Resource Allocation .....................................................................................................................................................187
People Management and Leadership Skills .................................................................................................................189
Other Resources: ........................................................................................................................................................190
Do You Need An Experienced CEO Involved At Some Level Launching A Company? ...................................................191
Setting Up A System That Works .................................................................................................................................192
Odds Are Stacked Against The Success Of Any New Venture ......................................................................................192
Board Of Directors - What Can You Expect From Them? .............................................................................................193
Board Of Advisors ........................................................................................................................................................194
Consulting CEO, Mentor or Advisor ..............................................................................................................................195
Things For New CEOs To Consider ..............................................................................................................................196
The Prudent CEO Knows What He or She Does Not Know ..........................................................................................197
More Information on Developing CEO Skills .................................................................................................................198
MODES OF MANAGEMENT - SHIFTING MANAGEMENT GEARS ...............................................................................199
Adjusting Your Management Style to Your Company's Stage ......................................................................................199
Why We Simplify Too Much ..........................................................................................................................................201
The Five Stages of Company Development .................................................................................................................203
Defining the Stages of Development ...........................................................................................................................204
How Many Stages? How Many Modes? Why? ..............................................................................................................204
What is Different about This Philosophy? ....................................................................................................................204
Adjusting to the Best Management Mode ....................................................................................................................207
The Most Common Mistakes Made By Early-Stage Companies ....................................................................................212
Conclusion ...................................................................................................................................................................213
STARTUP MISTAKE WAR STORIES FROM A SEASONED CEO CONTROLLING YOUR MONEY AND RESOURCES .214
Example #1 - The Legal Contract ................................................................................................................................215
STARTUP WAR STORY - COMMON MISTAKE #2 .....................................................................................................219
Understanding Capital Expenditures and Their Real Cost ...........................................................................................219
The Meetings ...............................................................................................................................................................221
TOP TEN TIPS FOR HIRING A SENIOR EXECUTIVE .................................................................................................225
THE MOST COMMON EXECUTIVE HIRING MISTAKE MADE TODAY ........................................................................231
THE 16 MOST REVEALING INTERVIEW QUESTIONS ..............................................................................................236
TOP 10 HIRING TIPS BY GRETA KAUFFMAN PRESIDENT AND FOUNDER, TARGET-TEAMS .................................242

The Tips .......................................................................................................................................................................242
ADDITIONAL NOTE FROM BOB NORTON ON HIRING TODAY ................................................................................244
CEO and Entrepreneur Boot Camp .............................................0...............................................................................245
 

You Only Get One Chance To Start Your Company!

Here's How to Do it Right The First Time Out!

I guarantee you that "The Startup Manual" will greatly increase your chances of growing a substantially successful startup business by helping you avoid costly, and even deadly, mistakes that'll drain your cash flow, stress you out, and have you wondering why in the hell you got into your business to begin with.

But I won't let that happen to you.  Because I'm giving you my advice and three decades of business startup experience that comes from running several companies plus dozens of product launches, which will enable you to get into the business you want and flourish right from the beginning.

If you implement correctly what I teach you this information should be worth many, many thousands of dollars even hundreds of thousands of dollars of extra revenue to you.  One idea alone could possibly create millions of dollars in equity value down the road. Just imagine the value of the business you'll grow by using it.  So now I ask you truthfully

Where Else Can You Get Startup ADvice and Systems From a 20 Year a CEO Combined Into One Manual?

I've done all the hard work for you. You're going to get the ideas, strategies, and techniques from a business book library that cost me over $20,000 and took me over 25 years to read.  And that's not including the time it took me to weed out the useless information and integrate the best ideas into my systems. And best of all these systems all work together sales, product development, marketing, operations, finance, management and more.

And many of these authors are specialists and academics NOT doing-it-every-day CEO's.  This manual is a mile wide and covers everything you need to know in one place.  And yes, there are some books written by CEOs, but truthfully they're more anecdotal and specialize than complete systems for growing your company.

So what would you expect to pay for all this knowledge that will allow you to fulfill your dream of starting or growing your company? To nurture your baby to profitability?

$999?  $699.00?  Well, that's what some clients have paid me in consulting fees for a couple hours of advice and knew it was worth 10, 20 or even 100 times that to them.  But much of the same knowledge I'm giving them is found in this manual.

You won't pay close to that! You can have The Startup Manual for only $197.00 which also includes a CD data DISC that includes dozens of unique tools I invented just for CEOs including printable forms, diagrams and articles you will use with your management team to get them on the same page strategically.  This CD includes the business design and optimization processes, diagrams, tools and models plus a simple financial models and otehr spreadsheet templates that every CEO should use to understand their business (Value $129.00) 


Luck is what happens when preparation meets opportunity.
-- Elmer Letterman
 

Order Today and Get Three Extra Bonuses Worth Over $350.00

Free Bonus Gift #1 - Free business question answered by email - Value: $100-$200.  Remember:

When you purchase The Startup Manual you're not alone.  If you have an immediate concern that can be answered in a single e-mail then all you have to do is email me and we'll get back to you. (purchase must be in your name).  You simply word a question, or options you are considering and I will email and answer - you may even get a call from me to discuss the options. 

Free Bonus Gift #2 - A 35% discount on The CEO Boot Camp 14 DVD Set (A $279 Discount)

Interested in taking your entrepreneurial efforts to the next level?  Want to personally pick my brain with questions that can help you prevail over any obstacle you're facing with your startup?  Then I invite to you go further by getting my CEO and Entrepreneur Boot Camp 14 DVD Set at a 35% discount just for being a purchaser of this product first.  "The Art and Science of Business Design". This offer is available by phone order only at (508) 381-8013. I am doing this becuase I thinik these should be used in conjunction whenever possible. 

Free Bonus Gift #3 - An Audio CD Overview of the Six AirTight Management Systems Every Company Needs to Grow

This includes these systems that should be implemented between 7 and about 50 employees and when each is needed:

1. Strategic Planning Process

2. Performance, Accountability and Merit System (PAMS)

3. Dashboards and Metrics 

4. Strategic Budgeting

5. Process Management and Optimization

6. Human Capital Acquisition and Development (HCAD)

This overview of each system will allow you to know exactly when you need to begin using each one. Most entrepreneurs fail to recognize these needs until it is too late and has cost a forture in lost employees, lost business and/or lost opportunities.

The Numbers Say It All!  Don't Become Another Statistic.

And here's the startling reality. Less than 1 of every 100 early-stage companies are very successful!  Fifty percent of these businesses don't make any profit in any 12-month period.  And 70% of businesses fail within five years.  DON'T become another statistic. Order The Startup Manual today - take control of your destiny and start your company the right way - from the beginning!  Like most jobs 80% is proper preparation and this will provide that roadmap for you and drive your chances of success many times higher.

A Recap Of What You'll Receive

You'll get the manual and two CDs for only $197.00 plus over $350 worth of FREE bonuses. Study and put to use these real world strategies and techniques that I personally used to grow many successful companies and

  • You'll have the framework and tools for managing the critical business disciplines and decisions

  • You'll save many thousands of $$$$$$$ in consulting fees, lost opportunities and business

  • You'll learn from other CEOs mistakes and successes and immediately put them to use within your own company

  • Your company will grow more quickly, efficiently, -- possibly even exponentially using less capital - and THAT is how you maintian ownership, control and equity to become wealthy 

And you'll do it with field proven strategies and tactics.

So what are you waiting for?  You owe it to yourself to reach the potential you may have had growing in your heart for years. 

100% 90 Day Money Back Guarantee

I want you to be ABSOLUTELY thrilled with the information in my program that you're going to use to build your company. So I am going to accept all the risk here. Test drive The Startup Manual not for 30 days, or 60 days, but a full 90 days.  If you're not completely satisfied, if you don't feel this is exactly what you've been looking for, and the edge you need to leap over your challenges and your competition then you will get a 100% refund. I only ask one thing - that you tell me why it wasn't for you so I can improve the material, or this marketing material for others. You see, I'm a CEO who practices what he preaches - and continually learn myself. Tell me what didn't work for you and I'll credit you the full amount back. And any reason is acceptable except "I didn't try to us it." That would not be in my control. Fair enough?

Get the cutting-edge strategies and proven formulas you need to take a business from idea to startup, then to profitability shifting gears as you go.  Starting a business from scratch is challenging enough --- with "The Startup Manual" it'll be a much more rewarding experience as well.

Yours for complete success,
 
CEO, C-Level Enterprises, Inc.
Training and Coaching For Entrepreneurs and CEO's

The Startup Manual + Biz Tools CD + AirTight Management 6 Systems Overview CD
Only: $197

Now includes a free bonus audio CD with an overview of AirTight Management and the Six Systems every business needs to grow smoothly.

P.S.  Please remember: We also have a variety of DVDs with complete training in the strategy level of each business area at www.StartupPlanet.com including sales, marketing, product development, finance, operations, employee recruitment and development and more.

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If you have an established company with between 7 and 200 empoloyees you will want to check out our AirTight Management Systems for SMBs.
AirTight is the first ever standard for the internal management systems of small to medium size businesses. See: www.AIrTightMgt.com

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