Can your business run a marathon?- or only do a quick sprint?

Building Sustainable BusinessCommunities

Moranbah

March 12th, 2015

1

Bronwyn Reid

bronwyn_reid

Mining For Business

b.reid@miningforbusiness.com.au

Business fitness –one size (almost) fits all

2Source: bodybeyondbaby.com.au

“The Boom”–what happened?

3

Why did this happen?

4

5

Sprint

Marathon

Will it happen again?

6Source: energyindepth.org

What can I do about it?

•Fitness for the long term

•Start training now!

•What sort of training?

•Range of skills, or just one event?

•Bowen Basin Business DevelopmentStrategy

7Source: bodybeyondbaby.com.au

The Business Journey

8Source: healthandfitnessblend

How businesses grow

9Source: keypersonofinfluence.com.au

The business journey

70%

20%

6%

4%

STARTUPExcitementOptimism

STRUGGLE ZONENo money No time

Stress Burnout

LIFESTYLELiquid

Flexible Fun

PERFORMANCEWealthScale

StrategicListing?

STRUGGLEGrowing

painsFirefighting

Timeconsuming

10

What can I do about it?

Decode the Buyer Simplify the complexity Tell your story

11

What can I do about it?

Understand the game rules Practice your set-piece plays Organise your publicity

12

BMA Tender Templates

Decode the BuyerUnderstand the rules of the game

Introduce yourself

Stakeholder engagement

Understand what they want

•How supply chains work

•Supply chain risk

14

15

Understand what they want - clues

•Cheap•Hard dollar savings•Cost avoidance

•Value – how is it measured

•Innovation

16

Understand what they want

Productivity improvement is thebiggest risk facing mining and

metals companies worldwide for2015

17

18Source: ABS

19Source: www.miningprocurement.com.au

20Source: www.miningprocurement.com.au

Do you have what it takes?

•Reduce

•Rationalise

•Simplify

21

Simplify The Complexity

Practice your set piece plays

22Tender Templates

Systems – what?

23

The essentials

• Capability Statement

• Health and Safety

• Quality

• Environmental

• Risk Management

The rest

•Financial

•Time

•Human Resources

•Operations

•Project

•Tender

25

Systems are an asset

•Consistency

•Cost

•Control• Stress• Risk

•Business Value

26

Know your costs

•How do you measure youroutput/product/service?

•How does your client measure it?

•$ per what?

27What makes up a goodTender Response

28

Keeping (and staying) organized

29

30Stakeholder engagement

30.6

19.1

18.8

10.6

8.1

7.7

3.4

1.8

0 5 10 15 20 25 30 35

Online

Recommendations

Publications

Trade Association/Conference

Speaking

Already know the expert

List of Top Experts

Other

%

How potential purchasers find experts

How do they find you?

31Source: Hinge Marketing

How do they check you out?

32

80.8

63.2

62.4

59.9

55.5

0.7

0 10 20 30 40 50 60 70 80 90

Look at their website

Search online ('Google' them)

Ask friends or colleagues

Social Media

Contact a reference they provided

I don't check them out

%

How buyers 'check out' potential service providers

Source: Hinge Marketing

Digital presence

•Website

•Social media

•Procurement sites

33

Tenders

•Good compliance

•Well priced

•Persuasive story

•Strong positioning

34Tailored tenderresponses

Tenders

35Tailored tenderresponses

Source: www.miningprocurement.com.au

Tenders

•Don’t do it the night before (They can tell)•Be strategic

• Is it real?• Do we want it?• Can we afford it?• Can we win it?• Can we do it?

•Calculate your ROI

36

Seth Godin

• Job creation/job destruction

• It's easy to defend the status quo, except when the very foundationyou've built everything on disappears. Incrementalism ceases to be agood strategy when there's a cliff on the route.

37

What to do?

Understand your buyer

Get systemizedConsistencyControlCostCreate Value

Tell your story38

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