the very first step I want you to take is to actually inventory the assets that you already have. Sometimes when we've had a really hard time or a really hard season in business, it's easy to think, Gosh, I'm starting from scratch. In fact, I even had a client come to me who had owned a chain, a small local chain of restaurants, um and had lost all but the flagships flagship restaurant, um and he came to me and said, gosh, I spent 30 years of my life building these restaurants and now they're gone, I have this one and it's really high performing, but like, how am I going to start over? Like, I think I'm starting over from scratch and I said to him, you know, you are, there is a restart button that you're pushing here, but you're not starting over from scratch. You're, you are a creator, you know that about yourself now, you've done that before, so you are coming into this new season of creation with 30 years of trial and error, 30 years of the creation muscle being built, 30 years of r...
elationships and contact 30, 30 years of know how And skill that you didn't have at the beginning. So it won't take you 30 years again. Right? So that's kind of where I want you to come. I want you to feel that way too. I want you to start to do an inventory of all of the assets that you have so that you remind yourself on an everyday basis as you're starting to work on the new season, new direction of your business that you're not starting from scratch. All right now, some of these inventories are some of these assets that we're going to inventory are more concrete things are things about your business. Um, and this is literally like taking stock, I don't mean necessarily of your physical inventory of products that you actually sell, but I do want you to to take stock of the things that were really strengths and assets in your business. I want you to actually put an hour on your calendar to do this inventory, sit down and start to ask yourself what really was working. Look at all of your products and offerings, what were the most popular products, what were the, if your service based business, what are your most popular packages or offerings? What are the price points that were really, really working? What were the messages in your marketing or the marketing strategies that you're using in your business that we're really working for you? Um Take a look at your team, take a look at your actual employees. If you have like a star manager for a specific store or you have a few people who are just so loyal, they'll sort of, you know, they will put me in coach, like they will go where you want them to go, make sure that you list that out in this asset inventory. I want you to think about and take a look at your existing customers. Um You know who are they, where are you, where is your brand name really known? Like in what circles? Who are if you have if your service based business and you have any customers that make up 20% or more of your business, Who are those people part of your strategy moving forward maybe to like V. I. P. Those people who are your top refers. Um And then I also want you to look at your best fit customers, the uh your customer avatar, someone might even call it who what who is the type of person that you you you really made this business specifically to serve? And what is that person in your community experiencing right now? What do they want? What do they need? Are they chomping at the bit as these shelters in place, sort of thought out? Are they, are they desperate to get out into the world? And if so, what is it that they want to do? How can you be there and be serving them with some of the things that they want to do in this season? How can you satisfy their concerns around health and safety? I want you to take a look also at your ideas. An inventory. There is probably a treasure if you are like, if you are anything like the thousands of entrepreneurs that I have worked with, there is a treasure trove of assets in your mind, in the form of the ideas that you've always had about ways that you wanted to grow or improve your business. Right, what were the expansion plans that you had dreamed of or envisioned or thought of? What are the product lines that you may have considered forming? What are the changes that you might have wanted to always make to your, to your service menu or your actual restaurant food menu? What were the things that you were dreaming about or envisioning doing before the crisis even hit? Those are assets? Um, and then I want you to take a look at your community, take a look at the geography around your business, take a look at your neighborhood. What are the sort of growth trends and dynamics? What companies have moved into town? How how has the pandemic actually changed the dynamic of who's in your area and at what times and what they're wanting to spend on that, that knowledge will be an asset to you. Maybe people will want more delivery of items, maybe people actually now want to play are coming back to work in certain buildings and we'll want a place where they can gather safely as you take a look at your community, as you take a look at your neighborhood. I also want you to take a deep look at your network, who do you know that can help you make the changes and the moves that you want to make in your business in your next season. Very often when I work with small or medium sized business owners, they'll have a really clear vision or they can get pretty quickly to a really clear vision that's exciting about how they want to change their business. Um but they often think, gosh, that's going to take X. Number of dollars and I don't know, I don't have the right network for that or that would require that I started working with this kind of customer and I don't know those people yet. But very often when we start looking into just digging into who they know on, linked in, digging into their crm system and who their actual best customers are now digging into who their best refers are. Sometimes even their business networks, um their business networking groups, sometimes even like the other parents at school or past employers or past customers. Very very often we see that there's there about one degree of separation from knowing everyone that they would need to know to pull off the action plan and the strategic plan that they have with their business in the next season. So I really want you to inventory and look hard at your networks start to remind yourself that you actually may know more people than you think, um, that have access to the resources that you'll need to do what you want to do in the next season of your business.