JC QuekBusiness Transformer and Shepherd
Bio

Over 20 years experiences of which 14 years in senior management positions (such as CEO, CFO, Regional Head) for small to some largest companies across Asia. Helps more than 30 companies from different industries and mentor numerous CEOs and Top managers. Digital business transformation, world-class management and with multi-disciplines (especially in the field of General Management, Finance/ Taxation, Marketing, Corporate Strategy, Information Technology, and Business Development). Through unique proprietary business frameworks, Helps clients to grow their companies where one of the startups is now worth SGD30 millions. Devotes times in shaping management models for all aspects of the business. Many models and tools developed are widely used by clients and some had embedded into their business functions for healthy growth. Specialities: management, leadership, entrepreneurship, marketing, business clarity, decision making, and value creation



Recent Answers


1. Management Team
2. Business Opportunity
3. Product/Technology/ Intellectual Property
4. Strong backers/ supporters/ potential customers

There are many factors - but instead of trying to cover all the factors, you should focus on the above 4.

The reason is very simple, any quality/ strengths of the above 4 can be described in monetary terms easily and impact 80% of the business value.

"To capture a promising market with attractive product/ technology from a strong IP will lead to a profitable business in the future. With strong backers/ supporters/ potential customers, the chance of success will be much higher"


I read your message and gotten the following impressions:

1. You know what you can and you described that you had delivered them without much problem.

2. You are quite experienced and well-read, but somehow it seems that you are can produce something but you did not continue when you don't feel interested.

3. You keep mentioning that you lack drives in many situations, then why you still wanted to do business?

4. You always can give a reason for every business you quit. I wonder you how you react to those reasons, and why you allow similar reasons to repeat?

these are few initial impressions I got.

I think there are a few pointers that may help you:

1. Get a mentor help you overcome your blind spots and make you more discipline
2. Focus on doing business, not simply selling products/ services
3. Your decision not your action that sets your future. If you try to do a lot of things in a short time, suggest slow down to gain more.
4. Learn frameworks/ models that can help you to gain insights to view situation deeper
5. try to revisit your personality to understand yourself better


when you receive 2 offers, what is your selection criteria? the lowest price or the one the can add more value to your company?

First, you need to know the scope you are asking for:
1. to meet statutory requirement only?
2. to have better internal control in place?
3. to have good financial data for decision making?

From the way you decided, you probably looking at 1 (or a little bit of 3) of the above.

You need to make sure the accountant can help you to meet the statutory requirements and not just looking for the lowest price. This is quite challenging as most accountants had listed what they will do as a total package but you are not able to determine whether they can prepare quality accounting services or not.

I had many clients come to me on accounts prepare 3-5 years back where they are under investigation by the company registrar authority and Inland revenue authority. Most of the time, these accounts are poorly prepared although the books are balanced and met the statutory requirements on the surface level. I need to investigate the financial numbers, reinstate the financial positions and explain to the relevant Government authorities to help my clients to avoid further fine, punishment, or even jail. Therefore cheap, not equal to save money, it may cause more in the future.

Recently, I have a client ask me to prepare accounts for them, as the sales are low and the transactions are not a lot, after including the preparation to meet the respective authorities' requirement, I make a relatively low price for the job. My intention is to help my client at a very affordable price while ensuring good quality accounting practices and financial statements prepared in place at the same time. My client, however, asks me to reduce the price so as to be in par to others where the price will never able to prepare the minimum accounting service quality. In the end, I decided to give up this opportunity. I am here to solve the problem and not to make money and put a time bomb at the same time!

Therefore please give more thoughts when:
1. the price is too low,
2. any unrealistic promises

Some guides may help you to determine quality:
1. 30%-40% time on statutory reporting requirements
2. 30%-40% time on good accounting practices
3. 30%-40% time on bookkeeping

(thus you revenue increase may have no impact to the bookkeeping but may trigger the statutory reporting requirements (may happen in some cases), your accountant increasing his price may due to a) want to make more money, or b) increase in workload (if any).

hope the above help you


This is another similar question I answer this month. The previous question I answered was https://clarity.fm/questions/6150/new-coo-clashing-with-two-most-important-veteran-employees

I was requested for a call due to my answer in the above link. However, I asked him to follow my answer first and if he can solve the problem after using my answer then no need to request a call from me.

Luckily, he successfully used my method and save the money to call me. Thus I suggest you may click the link to read my answer, it may have some helps to you.

There is only one thing I like to highlight based on your case:
"you greatly depending on the employee really makes me wonder should you cease operation or if your profit still very attractive, then treat that employee as a customer and bear with his nonsense (although I feel quite ridiculous, if he really indispensable, you can't do anything much but just have the two options I suggested above)"

"if you disagree that he is indispensable, then my link above will be useful"


ROAS or ROAS per customer makes a big difference, I normally look at the latter and compare to the total profit made. You can further analysis using ROAS per sq meter (floor area) and study the patterns of the customers and floor areas.

Therefore using only a one-sided KPI not only not useful, but it can also be very dangerous.

For your question 2 - google for the answer focus on statistical information.


Very simple, when your investment in PR gives you positive ROI.

How to do it - you need to learn how to evaluate PR from two aspects -

a. convert all business information into the financial term of costs and benefits and perform a costs and benefits analysis.

b. a major milestone can be achieved or an obstacle to be overcome when applying the PR.

"The goals and methods are always clear and straight forward but the paths/ journeys are always curving"


I find this is one of the toughest questions to answer, we are not looking at how to sell or how to at impress people - all these can be learnt.

We are looking at when the willing parties just in time to meet each other (i,e, the buyer just in time want to buy the office space that you have and willing to sell).

We are looking for the right time to execute the ripe situation.

The timely quality information is the trigger point.

Given the deficiencies in reaching out the ideal customers in time, there are two common approaches:
1. increase reach out capabilities - to convert more quality leads
2. improve inbound management - to nurture customers and prospects so as to realise sales.

Combine the advancement of technology and modified marketing strategy, the gap of serving wrong prospects can be narrowed. You should try different ways to collect real leads/ database (remember the more the better but make sure real and are prospects based on your customer profile). Look for places where you can capture quality leads regularly at low or reasonable costs.

Build a nurturing and maintaining model by using a simple CRM (many very good CRMs in the market at zero or low costs). This is the place where the right customers can be nurtured (now - s/he may be a buyer or referrer)

As for the right companies, you can follow the above same approach, but your criteria will change accordingly.

Hope the above can help you. :)


It can be a big exercise, I had been helping clients in these 20 years. Complicate if we are looking at holistic performance measurement system for critical analysis to match against:
1. business values/ investment returns/ wealth - corporate level
2. budget/ goals/ commitments - business level
3. activities/ productivities/ effectiveness - operational level
... more details
so, I normally recommend people to set KPIs and place them is a business dashboard (with graphs, charts, KPIs) and breakdown for more fine indicators for operational management.

1. To start off, use what you already have so that business can move on.
2. KPIs design first (balance scorecard may apply in some organisation, but few more categories like market condition and technology impact should include for your kind of business).
3. all important indicators associated with each KPI to be arranged and formulated so that the analysis will be more meaningful.
4. check on feasibility in producing these data (as automated as possible)
5. Design the business dashboard + plan IT initiatives for information production.
6. It's all yours now ...

hope this help


I started up more than 30 companies across 21 years. In some years I started a few, but later years there are lesser.

Disregards I am a management consultant, just from my personal experience as an entrepreneur, my little thoughts should give some helps to you. You are asking for "how" ... there are many avenues, and properly tons of books, article outside there you already read.

Can we look at "what" and "why" you want to start a Salesforce consulting company? If you ask me given 10 hours for me to do a strategic task, I will spend 6-7 hours to do understanding, 2-3 hours to plan, 1 hour to execute the task. Therefore I am so into "what" and "why" at start.

"what"
1. what you do or intend to do?
2. got sufficient people to buy or not? already there or need to find?
3. what you want to achieve = volume, value, duration?
4. so on

Many questions on the "what" and "why", please do more in depth on these before you look at how. Once you have thorough understanding of "what" and "why", you somehow will be guided to "how" very easily.

Hope the above help you to kick-start. Drop me any message if you still cannot obtain that level of clarity to push you forward,


If it is a MCQ, I would choose D. as my interpretation of "random selection procedure" is to ensure that each respondent has the same chance of being selected into the sample.

in D, the goal is to have a sample test whether the products are produced according to the expected value.

A = to me is an intended selection
B = to me is the making of observation so as to make a conclusion on the frequency of letters used in the book.
C = to me the purpose of the selection is not clear


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