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Define the vision for your financial services business |
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Develop an “identity” for your enterprise |
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Then communicate the Vision and Identity to key stakeholders
of your enterprise. |
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For each step in this process, there are activities for you to
complete, and resulting business benefits of doing so. I have
outlined below the Activities/Benefits for each of the 3 parts
of the equation. |
1. Define the vision for your cash flow funding business
[Activities/Benefits] |
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Determine Core Strategic Objectives/ Clear achievable goals |
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Determine Market Position/Strategic, competitive direction |
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Define product and service delivery model/Enterprise wide
consensus and education |
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Determine key success factors for company growth and
increasing the working capital of clients, and performance
benchmarks/Clear indicators of success |
2. Develop an “identity” for your financial services
enterprise |
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Create name and identity/Meaningful, brand building name
Develop consistent message/Key attributes and Corporate
“Personality” articulated within the factoring industry |
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Develop the “voice” and “look”/Consistent statements and
images used in all communications, including print, Internet,
other mediums |
3. Communicate the Vision and Identity to key stakeholders of
your factoring enterprise. |
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Communicate to all funding prospects and clients/Increase
demand, awareness, branding |
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Communicate to employees and partners/Common rallying point |
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Communicate to outside community/Increase interest and
awareness |
Reference Source: Leapsoft.com
Again, we communicate our Vision Statement to all of our
accounts receivables factoring prospects, clients, partners,
employees constantly and consistently in our working capital
and accounts receivable factoring enterprise. We developed our
Vision Statement after completing the 3 step approach I
outlined above.
What should a Vision Statement “look” or “sound” like for a
receivables factoring firm? It should reflect the cornerstone
position of your enterprise. It should be the mantra for all
who serve in your operation. More importantly, it should not
be a hollow slogan or be paid lip service; for if this occurs,
cash flow clients, prospects, partners and employees will
quickly see that talk and performance are not consistent. |
