Introduction to Volume 8

This volume contains tools and presentations referenced in the articles in this collection.

Released Tools and Presentations

This article lists the released tools and presentations included in this Volume .

First 100 Days

The first 100 days after stepping in as the new CxO sets the long-term success pattern.

Comparative Analysis with Rail Diagrams

Create and use some objective criteria in weighing alternatives to help avoid biases.

Entrepreneur's Roadmap Introduction

Answer some basic questions and plan your overall journey before you start.

Stakes in the Ground Part 2

Think hard about the entrepreneurial path that you are about to begin.

Nine Startup Stages Introduction

Understanding the nine stages along the entrepreneur’s journey helps to set proper expectations.

Startup Stages One thru Three

Solidifying the vision involves peeling the layers back through thoughtful planning.

Startup Stages Four thru Six

It’s not what entrepreneur’s say that counts, it’s what others do.

Startup Stages Seven thru Nine

Scaling operations, revenue increases, and operational problems are all part of success.

The Could versus Should Trap

Falling into the could versus should trap can quickly lead to startup business failure.

Three Levels of Discovery

Understand the problem first, then validate it with prospects, finally focus on your solution.

Three Questions to Answer

Validating the problem, your solution, competition, and the market require careful thought.

Stakes in the Ground Part 1

Think hard about the entrepreneurial path that you are about to begin.

Avoidable Gotchas

Hazards along the journey commonly appear; learn from others to avoid them.

Three Questions to Answer

Seek external validation of the problem, solution, and customer’s motive for purchasing.

What's New and Coming

This collection will never be completed; more material will be added regularly.

Tiny Goals for Maximum Performance

Define and focus on very short, easily attainable goals, following the adage of one step at a time.

Frequently Asked Questions

The content, use, and genesis of the site are described in FAQ format.

Site Content and Organization

The content in this site is arranged by subject and company stage for quick and easy access.

Article Listing by Number

A listing of articles alphabetically and by number

Article Listing - Alphabetically

A listing of articles alphabetically.

Turning Off Financial Investors

Due to the volume of requests, investors focus on quickly saying “no” for the smallest reasons.

Three Elevator Pitch Mistakes

Develop 12-word statements that will resonate with specific audiences.

Three Levels of Customer Discovery

Customer discovery involves far more than socializing a plan with others.

Three Kinds of Revenue

Different strategies are required based upon the type of revenue being pursued.

Landing a Job

Proper planning and execution are imperative in securing a new position.

Introduction to Presentations

This is a series of presentations created from the contents of the CxO-Atlas article collection.

Putting Your EMBA to the Test: Starting a Business

With some additional areas of study, EBMAs are uniquely qualified to start their own business.

Sales Compensation Workbook

Develop a sales compensation tool that is easy to use by the sales rep and the company.

Sales Compensation Presentation

Developing a fair and equitable sales compensation plan must consider many factors.

Seven Business Principles

There are seven business principles that need to be the foundation for every business.

Early Stage Pitfalls

Continually review a list of pitfalls that others have made to avoid them.

Management by Objectives: Incentive Based Compensation

Develop specific goals and metrics to help ensure stakeholders are motivated.

Early Stage Investor Questions

An investor pitch should be a summary of the details that address obvious investor questions.

Selling: It's all about Matching

Matching all aspects of the buyer-seller relationship is critical to success but often overlooked.

It's All About Revenue

Continual, profitable revenue growth requires careful planning and execution.

Sales Strategies: Myths and Insights

A rigid, robotic approach to sales does not work. Sales adaptability is key.

Who Should Do What, When Presentation

Defining the required activities by revenue stage is the key in developing a realistic business plan.

Avoidable Gotchas Presentation

Think of these issues as a checklist of what not to do.

Tiny Goals for Maximum Results

Divide major tasks into bite-size pieces to better monitor overall progress.

Guidance from Gurus Part 1

Learning from others is probably the most important attribute that one can have.

Guidance from Gurus Part 3

Learning from others is probably the most important attribute that one can have.

Navigating Thru Uncharted Waters

During unsettling times, it is essential to think through the current situation and plan accordingly.

One Million Cups Presenter Questions

To show an understanding of their business, presenters need to answer three core questions.

LLoL David and Goliath Business Partners

Working with established partners than compliment your company is a key to success.

Guidance from Gurus Part 2

Learning from others is probably the most important attribute that one can have.

Force Multiplication Through Partnering

Developing mutually beneficial partnerships is essential to businesses of every size.

Seeking Investors: Don't Even Try

“Don’t even try” is the best advice to those who want to raise money from financial investors.

SI Forum: Company Focus

The lack of market focus is probably the number one reason that startups fail.

SI Forum: Internal Issues

ignoring day-to-day and growing pain details are always a threat to long-term success.

SI Forum: Investor Considerations

Pursuing financial investors most likely is a bad idea for entrepreneurs.

SI Forum: Sales and Revenue

Revenue is the wonder drug; it fixes almost everything. Focus on it accordingly.

One Million: Too Much or Not Enough

Entrepreneurs should first focus on investors that invest amounts similar to their request.

Limited Partner Returns Model

Adequate Limited Partner returns require VCs to find Grand Slam company exits.

Term Sheet Example

The deal terms, not the valuation, determine the outcome of a company sales transaction.

Inside the Head of Investors

Understanding the thought process and goals is critical to receive funding from investors.

Things to Think About

Ask and answer a broad range of questions before committing to starting a business.

Funding Alternatives

Developing a funding roadmap, considering all alternatives is well worth the effort.

Two Critical MVPs

An entrepreneur needs to obtain candid and objective advice as early as possible.

Problem, Prospect, and Customer Discovery

Customer discovery involves far more than socializing a plan with others.

EMBAs and Private Equity

Executive MBAs have unique skill sets that make them valuable to Private Equity firms.

Dancing For the Stars

Time is your most precious resource; spend it on building a business not investor slides.

Where Are You Spending Your Time

Customer revenue is a far better way to raise money that a fancy slide deck.

Hire the Right Person the First Time

Use newly available tools to identify qualified candidates that fit into the organization.

Your Message: Less is More

Create your messages on what you want your audience to understand and remember.

Three Questions to Answer

Ask others for their objective opinions about your idea and potential customer acceptance

Business Plans versus Planning a Business

Business Plans are a document while Planning a Business is an Activity.

Investor Messages Evaluation Tool

Evaluate your company with statements that are likely to be important to investors.

Site Statistics

Articles average two pages in length and 850 words and can be read in three minutes or less.

Why the "Why" is Important

Explaining Why you started the company can establish a relationship with potential investors.

Music to an Investor's Ears

There are a series of common messages that are sure to get an investor's attention.

Sour Notes to an Investor's Ears

A slip of the tongue or an obviously incorrect statement can quickly turn off potential investors.

Do You Need Three Models

Build the financial model based on the revenue phases that the company will go through.

Good Intentions But Bad Advice

Listen to the advice from individuals with applicable experience, then decide to follow it or not.

Process Examples: Overview

Using simple tools can make process implementation quick and easy.

Process Example: Ordering Lunch

This is an example of the use of five simple tools to create a process.

Process Example: Customer Fulfillment

This is an example of the sequential use of five simple tools to create a series of processes.

Process Example: Inflection Point Sequential Processes

This is an example of using only two or the five available tools to create a series of processes.

The Pre-Process Explosion

Re-work and inefficiency due to a lack of processes can be tolerated -- until they can’t!

Risk Assessment Tool Basic Version

Identify and then assess the risks the company may experience and then plan accordingly.

Risk Assessment Tool Advanced Version

Identify and then assess the risks the company may experience and plan accordingly.

Company Assessment Tool Basic Version

Use a numeric rating system to help determine if an investment should be made in a company.

Company Assessment Tool Advanced Version

Use a numeric rating system to help determine if an investment should be made in a company.

Different Top Line Goals

Meeting top line revenue goals requires a company-wide strategy led by the CEO.

Intolerance for Intolerance

Somehow, we have lost civility and stopped treating everyone with dignity and respect.

Avoidable Gotchas

Once aware, there are several pitfalls that an entrepreneur can easily avoid.

Prepare the Soil

Do not hire a sales rep until well-documented customer responses are available.

Moving Out of the Garage

Moving a home-based business to a professional setting requires careful consideration.

Five Times Two is Better

The true mark of success is when customers purchase from you the second time.

Pitches, Home Runs, and Strike Outs

The same, universal pitch universally does not work for all audiences.

Your Message: Crystal Clear or Foggy

Make sure that your intended message is what the other person heard – It can be very different.

Jump Start Your Business with EMBAs

The unique skill set combination of EMBAs can help a company meet current and future challenges.

With a Little Help From My Friends

Work closely with Boards of Directors, Advisors, and Customers and others as the business grows.

Legal Counsel: Changing Chairs

Legal counsel will shift from providing advice to the entrepreneur to representing the company.

Your Best Friend

Mentor, Advisor, Coach, Sponsor, Objective Feedback

Who Should Sit Around the Table

Deciding who to add to the new company’s ecosystem is critical but not easy.

The Inside Table Roles

There are many indirect or support functions that need to be added sooner rather than later.

Part-Time Employees, Fulltime Experts

The market is filled with individuals with outstanding expertise available on a part-time basis.

Outsourcing - Force Multiplication

Outsourcing allows a company to focus on its core competencies while leveraging others.

Fulltime (but often delayed) Seats at the Table

Critical functions are often ignored with severe consequences encountered later.

Company Boards Overview

To be successful, recruit and engage with experienced individuals in different Board capacities.

Board of Advisors

The use of domain expert advisors can be the difference between success and failure of a startup.

Customer Boards

Customer Boards can provide unique insight into what to do now and in the future.

Board of Directors

Understanding how to operate under the supervision of a Board of Directors is critical.

BoD Interaction Introduction

Maximizing the effective interaction with the Board is the CEO’s responsibility.

BoD Dynamics

The CEO is responsible for the cohesiveness and effectiveness of the Board of Directors.

BoD Potential Friction

The CEO and the Board Members should be aware of some common potential areas of conflict.

BoD Meeting Preparation

Develop a simple, replicable template for Board Meetings to minimize the preparation effort.

BoD Meeting Logistics

Coordinate Board Meetings early to avoid conflicts and follow a standard format.

What to Cover

Develop a standard Board Meeting template to minimize prep time.

CEO BoD Assessment

To provide effective guidance, Boards need the CEO’s objective and candid assessment.

BoD Presentation Tips

It is the CEO’s responsibility during Board Meetings to set a positive, open dialogue tone

During and After the Meeting

Successful Board Meetings require detailed preparation and management of the meeting flow.

The Good, Bad, and Ugly Assessment

Objectively evaluate where you are and what you can control and what you cannot.

Introduction to Mergers and Acquistions

Pre-merger communications often averts poor post-merger performance.

Match Making an M/A Transaction

Try to form a business partner relationship before pursuing a transaction.

M/A Transaction Types

Each type or merger or acquisition will have a lasting impact on the new organization.

M/A Motivation

Understanding each party’s motivation for pursuing a transaction is critical.

Starting the M/A Process

Each controlling entity needs to ask and answer some basic questions about the transaction.

Initial M/A Positioning

Spend time in a detailed “get to know” session early in the M/A discussion.

Why Mergers Fail

Poor employee communication during early transaction discussions usually results in failure.

Management M-A Buy-In

Employee communications with first level supervisors or managers is critical.

Merging Realities

Management must recognize the negative employee feelings when merger discussions begin.

Acknowledge the Obvious

Management needs to address employees as soon as any M/A discussions begin.

Employee M/A Anxiety

Increased levels of anxiety will be ever present until merging activities are complete.

M/A Communications

Develop an overall communications plan to ensure consistency of the M/A messages.

M/A FAQs for Employees

Provide an FAQ document to employees replace rumors with factual information.

What It's Worth

The valuation of a company discussed in an M/A transaction can vary widely.

Likely M/A Show Stoppers

Identify issues that could stymie an M/A transaction as early as possible in the discussions.

The Could Versus Should Trap

Creeping feature requests can easily add undue complexity and lengthen the time to market.

Awareness and Urgency

Prospect awareness of what you offer is not enough; they must have a sense of urgency.

Introduction to Volume 9

This volume’s contents do not fit nicely into the structure of the site but may be of interest.

Landing a Job Overview

Landing a new job requires planning, alignment, and execution, just like landing an airplane.

Running To or Away

It is easy to rationalize any new position if one is focused on running away from where they are.

Breadth or Depth Value

Does the candidate and the company want subject matter expertise or general knowledge?

Large or Small Company Support

Some individuals cannot adapt to the differences between large and small company support.

Long-Term Value

Both the candidate and the company need to assess their long-term value in the hiring process.

Hidden Information in Plain Sight

Examine all available sources of information during the interview preparation process.

Bring and Ask Questions

: Interviews need to be two-way dialogues in which both parties ask and answer questions.

They Know All About You

Online information about you will be reviewed during the hiring process; plan for it.

Prepare for Three Questions

Prepare answers to what your past boss might say about you and a mistake you made.

One-Page Resume Nonsense

Providing relevant information should dictate the length of a resume.

Ampersands Should Stay on the Keyboard

Prepare a resume as if it was a paper for a Language Arts class, not as a quick SMS to a friend.

Make it All About Them, Not You

The topline statement of your resume should focus on how you can help the company.

Research by Both

Both the candidate and the company should expend the same effort in researching each other.

Education, Experience, Wisdom

Demonstrating sound business judgment sets candidates apart.

Someone is Watching

Assume that everyone you meet or see is evaluating you as part of your job interview.

There Are Stupid Questions

Ask appropriate and well-thought-out, relevant questions during the interview.

Talk Less and Listen More

Engage the interviewers by asking probing and follow-up questions.

Never Say 'That is a Good Question'

It is OK to pause while you are formulating a thoughtful response to a question.

Know When to Stop

Asking for the job at the appropriate time is OK but asking too early or continually asking is not.

Meet Your Boss's Boss

Your boss’s boss, is the likely person to help your career advancement.

What You and Others Learned

List what you learned during interviews and what you think the interviewers learned about you.

Follow Up Activities

Send non-self-serving information to interviewers to keep you top-of-mind.

Startup Insights Forum: Overview

Share and solicit opinions in an informal atmosphere from others to avoid costly mistakes.

Sales Aren't Happening

There are a dozen major activities that can impede the flow of sales that are often missed.

Learning From Losses

There is an outcome for every prospect that starts the sales process. Understand them.

DNA Match

It is important to explore the different characteristics of a candidate and the company.

Tell A Story

Show who you are with stories in your resume.

Movin On Up

The keys to success for larger clients and smaller clients may not be the same.

What Is Next

Identify definitive six-month success goals to keep focused and avoid diversions.

Do Differently

Carefully and regularly review errors and traps you and others have made to avoid them.

Making Time Versus Taking Time

Show others that you are human and truly care about them and not just the work they do.

Hiring Number Two

Hiring someone to help shoulder the load of the CEO in a new company is critical to its success.

Why You, Why Us, Why Now

What’s In it for You and Me are obvious relationship questions that need to be clearly answered.

Dancing with Goliath Introduction

Forming a relationship with a large company first requires careful dancing.

Meeting Goliath

One never knows when an opportunity to meet a Goliath will occur; be ready.

Do Your Homework

Prepare carefully and thoroughly before initially meeting with a potential business partner.

Getting Goliath's Attention

Get Goliath’s attention by talking about increasing their revenue and market share.

Whom Are You Dancing With

Your Goliath contact needs to act as a local guide that helps you through the corporate maze.

Watch Your Ps and Qs

You are on-stage, in full view, during your first meeting with a Goliath act accordingly.

Hidden Goliath Enemies

Individuals within a Goliath can sabotage your efforts; don’t be surprised, but plan for them.

Goliath Landmines

Potential landmines that can derail a David-Goliath relationship are everywhere; be careful.