This is written for business owners and CEO s of 7 & 8 figure companies to help them with sustainable business development.
Sustainable development is an elusive prize for many businesses. Too often owners and executives spend most of their time involved in the day-to-day activities of the business and not enough time developing and executing a strategic business development strategy
The reason is simple. What’s missing from the deal is that the company lacks sustainability without the direct oversight of its owner.
Veteran executive and business management consultant Martin J. Harshberger argues that the goal of any company is to develop sustainable growth long before the transition process begins. Doing so requires a combination of long-term thinking and conscious daily effort.
Conscious Business Development presents Harshberger’s proven sustainable-business development process. Within this concise, information-packed guide, Harshberger covers necessary changes to leadership, vision, strategy, business tactics, execution, and accountability. Harshberger also acknowledges what many business development plans ignore: the complex relationship between an executive’s professional and personal lives.
Any business process is only as good as its execution. Harshberger invites you to make a conscious decision to create value, wealth, and a business fully prepared for sale or executive transition.
Sustainable business development is a process not a one-and-done plan. It takes a conscious effort to create repeatable and sustainable growth.
Purchasers of this book will receive a link to a free 50 page workbook, to help you analyze your own organization’s business development strategy.
I’ve had nearly 40 years experience with start-ups to Fortune 500 companies and have put that experience into an easy to read book.
Bottom Line Focus, How to take your business from surviving to thriving in 18 simple steps.
The book has 18 chapters split into 3 sections dealing with:
Each chapter is written in a concise to the point manner and is followed by a list of questions to help you think about what you’re read and how to apply it to your organization.
It’s based on what I’ve learned over the past 40 years by being directly involved with large companies, start ups and mid-tier companies. It’s based on things I’ve learned, both good and bad, some from observation and some by making mistakes that I hope to help others avoid.
I’ve started two companies based on the principals in this book, with one being named to Inc. Magazine’s list of the 500 fastest growing companies in America