Core Business Presentation [ MEETING DAY PRESENTATION TIP: highlight - - PDF document

Name of Company Date C12 Member Title Member Since

three two current year next year years ago years ago last year (expected) (forecast)

Annual Net Sales ($000) Pre-tax Profjt ($000) Number of Employees

Briefmy describe your business, industry and/or market: List the information about your Senior Management Team (limit to top 8 reports):

first name position years with company

1 2 3 4 5 6 7 8

Current mission, vision and/or core value statements, or check here if none exist:

baseline information

Core Business Presentation

[MEETING DAY PRESENTATION TIP: highlight just six to eight key items

• n pages 1–8 to leave 45 minutes for Key Issues for Group Discussion.]

significant changes over the past year

Describe any key changes in your product/service, market or your marketing strategy: Describe any major changes regarding staffjng and organizational development: Describe any signifjcant changes in your personal, professional or spiritual life: Describe any other noteworthy events or changes during the past year:

relationships

Looking forward one year, what are the things you would like to improve in the relational areas of your life, such as your marriage, family or spiritual walk? How do you plan to accomplish them, and how will you measure success?

area/issue actions planned target/metric

1 2 3

What goals and progress did you make in this/these area(s) last year?

technical expertise

What technical expertise will you need to gain in the next 12 months in order to improve your competence as the leader of your business? What will you do and when will you do it?

area of competence action when

1 2 3

What goals and progress did you make in this/these area(s) last year?

goals & achievements

• verall leadership

Looking forward one year, and based on the needs identifjed by your Tri-Value Model results, what three specifjc areas of your leadership performance do you need to improve the most? How do you plan to change them, and how will you measure success?

area/issue change desired target/metric

1 2 3

Review your Tri-Value Model results and explain your ratings to the Group.

Note: If this is your fjrst presentation, or if you need to review the process of using the Tri-Value Model, please reference “Adding Value” in the A Solid Foundation section of your C12 Member binder or see your C12 Chair.

team value added (tva)

corporate tva

Rate each item 1-10 compared to potential.

three two current years ago years ago last year year

Is your team positive, supportive and complimentary towards each other? Are they setting and meeting ‘stretch’ targets that require teamwork? Are they innovating and pushing the envelope? Are they developing their replacements? Are they participating in the ministry dimension more fully? Are they thankful or becoming complacent? How is their attendance and work ethic? Is loyalty high and turnover low?

individual tva (my direct reports)

• 1. Are they more or less valuable in the business this year? (“M” for more, “L” for less, leave blank for same)

taking ministry new loyal or better name training skills focus innovation reliable attitude

• ther

m l m l m l m l m l m l m l

tri-value model

• 2. What have I done to facilitate their added value? (Please fjll in the appropriate buttons below.)

A—personal encouragement, B—modeling/mentoring, C—recognition, D—rewards, E—training.

three two current name years ago years ago last year year a b c d e a b c d e a b c d e a b c d e

Explanatory Comments:

• 3. Is the staff adding value by developing their direct reports? If so, how? (Mark with appropriate letters below.)

A—personal encouragement, B—modeling/mentoring, C—recognition, D—rewards, E—training.

three two current name years ago years ago last year year a b c d e a b c d e a b c d e a b c d e

Explanatory Comments: Describe your overall priorities & plans for organization development/team-building: Explanatory Comments:

economic value added (eva)

Measures Related to Financial Stewardship

A fundamental measure of our management performance and stewardship is the productivity of the assets we’ve been entrusted with in producing net income. Return on Capital Employed (ROCE) provides such a metric. Healthy companies average 10–15% ROCE, but many fjrms generate higher ROCEs, some beyond 50 or 100%. On the other hand, if your ROCE is 5% and it costs you 6% interest to expand, or you can invest elsewhere for a greater return, you have stewardship issues. How are you doing?

current year next year ($000) last year (expected) (forecast)

• 1. Net Sales
• 2. Income (before taxes)
• 3. Estimated Income Taxes1
• 4. Net Income (2-3)
• 5. Owner Equity (incl. retained earnings)
• 6. All Interest-Bearing Debt2
• 7. Total Capital Employed (5+6)
• 8. Return on Capital Employed (4/7), %
• 1. For all pass-through entities that do not pay corporate income taxes (i.e. Sub S, LLC, partnerships, etc), assume the following tax rates unless you know your actual combined federal and state tax rate:

Income before tax of $100K or less, use 30%, or Income before tax of more than $100K, use 40%

• 2. Includes long-term debt and, conservatively, “permanent” credit lines that aren’t zeroed-out at year-end.

peer benchmarking Compared to businesses of similar size and type, how well does yours perform? Are you above average? Are you a “top-tier” performer? Or are your merely working to earn a paycheck? How do you know? Please share current data

• r analysis, below, to support your conclusions.

My relative fjnancial performance vs. peer companies:

Note: ProfjtCents Benchmarking software is available to all C12 members. Check out profjtcents.com or consult your C12 Area Chair for more information.

key operating metrics What critical measures make up your “Management Dashboard” as real performance drivers and indicators of com- pany health? Please list the top few.

Note: Please attach any summary fjnancials which would aid your fellow C12 members in analyzing your business.

0.00 0.00 0.00

spiritual value added (sva)

Measures Related to Producing Eternal Fruit

• verall status and plans

Briefmy describe your current overall ministry activities and direction: personal sva Rate each item 1-10 compared to potential

three two current years ago years ago last year year

• 1. Personally modeling ministry
• 2. Mentoring others in ministry
• 3. Encouraging/freeing others to minister through business

corporate sva Rate fjrst two items 1-10 compared to potential

three two current years ago years ago last year year

• 1. Discipling offered to those we touch in business
• 2. Salvation/Gospel offered to others
• 3. Percent (%) of net earnings given to Kingdom causes

ministry results List actual numbers

three two current years ago years ago last year year

• 1. Salvation (Received Christ)
• 2. Sanctifjcation (Attended Christ-centered events)
• 3. Service ($000 given to God’s work)

key issues for group discussion

What three questions do you have for the group this year? Describe each issue and then state the specifjc question you would like the group to address.

• 1. Issue and Background:

Specifjc question for this group:

• 2. Issue and Background:

Specifjc question for this group:

• 3. Issue and Background:

Specifjc question for this group:

Presenter Date Submitted by

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