Start at the End: How Companies Can Grow Bigger and Faster by Reversing their Business Plan -- Copyright -- Contents -- Introduction -- Chapter 1: The End of Your Business -- Your Two Visions -- Through Your Customers' Eyes -- 1. Will it inspire you, your employees, your customers, and potential investors or partners? -- 2. Does it clearly state what your company does? -- 3. Is it realistic and believable? -- 4. Is it in line with your and your company's values and culture? -- Through Your Investors' Eyes -- The Endgame You'd Like to Achieve -- The Financial Metrics and Business Assets You Need To Achieve -- Courage and Congruency -- The Hero's Adventure -- Plans Rarely Come True -- Chapter 2: Confirming the Opportunity -- Pivoting -- SWOTS are Dead -- Do a "SO" Analysis Instead -- 1. List your organization's strengths -- 2. Rank your organization's most important strengths -- 3. Identify opportunities for growth -- Judging Your Opportunities -- 1. Judge against your strengths -- 2. Judge against the Ansoff matrix -- 3. Judge against the market criteria -- 4. Judge based on financial projections -- What's Next? -- Chapter 3: Goals and Milestones -- How to Reverse Engineer Your End Vision -- Breaking Your End Vision into Smaller Parts -- Your One-Year Vision -- Your Quarterly and Monthly Visions -- Chapter 4: Achieving Your Financial Metric Goals -- Measuring Success -- Why You Need KPIs -- Building Your Scoreboard -- 1. Which KPIs to Include in Your Dashboard -- 2. How Often to Measure Each of Your KPIs -- 3. Against What You Should Measure Each of Your KPIs -- 4. Document Your KPIs -- 5. Maintaining Your Financial Dashboard -- Chapter 5: Achieving Your Business Asset Goals -- Business Assets via Project Management -- Entrepreneurial Project Management -- Step 1: Define the Nature and Scope of the Project -- Step 2: Assign a Project Manager.

Step 3: Plan out the Project -- Step 4: Execute and Monitor the Project -- Step 5: Conduct Post Project Reviews -- Choosing and Managing Your Projects -- Why Great Project Management Will Change Your Life (or at Least Your Business) -- Chapter 6: Systematizing Your Business -- Introduction to Systems -- What Systems to Create in Your Business -- The Process of Creating Systems -- Process Maps -- Standard Operating Procedures -- Policies and Guidelines -- Getting Started with Systematizing Your Business -- Making a System the Status Quo -- Chapter 7: How to Out-Market Your Market -- The Most Important Number in Your Business -- Response Rate -- Conversion Rate -- Number of Widgets Per Buyer -- Profit Margin -- Repurchase Rate -- Your Marketing System -- How to Optimize Lead Generation -- How to Get the Most out of Your Marketing Efforts -- Chapter 8: Securing and Locking Up Your Customers -- How to Optimize Conversion Rates -- 1. Strengthen Your USP -- 2. Improve Your Offers -- 3. Improve Your Sales Scripts -- 4. Increase Your Social Proof -- 5. Nurture and Never Give Up -- 6. Improve Prospective Customers' Perceptions of You -- How to Optimize Transaction Prices -- 1. Raising Prices -- 2. Offering Product or Service Packages -- 3. Upselling and Cross-Selling -- 4. Increasing the Order Size -- How to Optimize Lifetime Customer Value -- 1. Ongoing Communications -- 2. Loyalty Programs -- 3. Continuity or Membership Programs -- Breaking the Camel's Back -- Referrals -- Testing -- Chapter 9: Developing Your HR Plan -- Identifying Roles and Needs with Organizational Charts -- Your Endgame Org Chart -- Your Current Org Chart -- Your Annual Org Chart and Determining Your New Hires This Year -- Hiring New Employees -- 1. Document the Job Responsibilities, Position Criteria, and Success Metrics of the Position You Need Filled -- 2. Source New Employees.

3. Interview the Candidates -- 4. Check References -- Getting the Most Out of Your Employees -- Chapter 10: Documenting Your Strategic Plan -- The 10 Sections of a Strategic Plan -- Executive Summary -- Company Vision Statements -- Opportunities to Pursue -- Goals and Milestones -- Financial Metrics and KPIs -- Business Assets -- Systematization Plan -- Marketing Plan -- Human Resources Plan -- Financial Projections -- Keeping Your Plan Current -- Chapter 11: How to Progress Even Faster -- How to Identify and Build Projects into Your Schedule -- Create Your Overall To-Do List -- Prioritize Your List -- Break Down Your Priorities into Smaller Tasks -- Create Weekly and Daily To-Do Lists -- Schedule Every Minute of Every Day -- How to Eliminate Time Wasters -- Eliminating Got-a-Minute Culture -- Unplug Your Phone -- Stop the Social Chit-Chat -- Improving E-mail Management -- How to Hold Effective Meetings -- How to Achieve More by Doing Less -- Identifying Your Top 20 Percent -- Five Steps to Effectively Delegate -- 1. Identify the Right Person for Delegation -- 2. Clearly Define the Project -- 3. Discuss the Plan of Action or How the Task Can Be Accomplished -- 4. Have Them Repeat Back the Plan -- 5. Monitor Progress and Provide Feedback (Longer-Term Tasks) -- 6. Evaluate Performance -- Chapter 12: Becoming a Better Leader -- Motivating Your Employees -- 1. Make Employees Feel They Are Doing Something Meaningful -- 2. Effectively Communicate and Share Information -- 3. Give Employees Clear Job Descriptions and Accountability -- 4. Give and Receive Ongoing Performance Feedback -- 5. Have-and Show -Faith and Trust in Your Team -- 6. Listen to, Focus on, and Respect Your Employees' Needs -- 7. Provide Recognition to Worthy Employees -- 8. Provide Fair Compensation and Pay for the Performance You Seek -- 9. Foster Innovation.

10. Establish Fair Company Policies That Support the Company's Goals -- 11. Get Ongoing Input from Employees -- 12. Manage, but Don't Micro manage -- 13. Encourage Teamwork -- 14. Modify Your Management Approach for Different Types of Employees -- 15. Give Employees Opportunities for Personal Growth -- 16. Fire People When Needed -- Training and Mentoring Your Employees -- Conducting Employee Performance Reviews -- Firing Tactics -- Chapter 13: Multiplier Tactics -- Leverage the Pareto Principle throughout Your Business -- Do More of What Works -- Develop an Advisory Board -- How to Build Your Board of Advisors -- Leveraging Your Board of Advisors -- Build Nanosystems for Systematic Improvements -- Use the Improvement Matrix to Enhance Your Products and Services -- Hang out with Winners -- Conclusion -- Acknowledgments -- About the Author -- Index.