Execution

Too often execution is purely reactive to business challenges.

It almost seems like a rite of passage that start-ups need to muddle through sales or operations crises, changing only when the current approach fails, before they emerge as growth companies. The Scale-up Methodology seeks to avoid this. It has three elements to the execution phase; Customer Acquisition, Delivery and Applied Analysis.  We see this as an iterative cycle where great delivery provides the ammunition for improved customer acquisition and genuinely insightful analysis is used to drive balanced, additive resource allocation to delivery and customer acquisition to allow accelerating, controlled growth.

Delivery

This covers everything required to deliver the quality product or service that customers will rave about and result in them remaining loyal. The basics will already be in place but through the scale up phase there will be more strain and therefore more need to proactively improve Customer feedback loops to prioritise product development and optimise retention, Departmental structures, reporting lines and responsibilities, Support functions (Marketing, HR, IT, Sales admin support, quality control, Finance/Reporting).

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Customer Acquisition

This is fundamental for all growing companies whether B2B or B2C, and the fundamentals are Knowing the customer, understanding sales channels and influencers and competitor strategies monitoring and planned response. In scale up, high quality recruitment, delegation and empowerment is a core skill to ensure the company still delivers to the same quality.  Account management plans, sales management structure, incentivisation and performance management are all likely to be required for the first time and we can provide precedents and benchmarks for these.

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Applied Analysis

In the scale-up phase, retrospective financial reporting, however good, is not enough. When growth is fast you need high quality, relevant and timely information available to make fast decisions.  You therefore need applied analysis not just financial reporting. Of course, you need the basics of budgeting, board pack, departmental KPIs and proactive cash management but applied analysis goes further linking insight on ways to drive better outcomes to finance departmental reporting. Finance must evolve to become the value add centre of resource allocation decision making information and its ambassadors (CFO or COO) must participate in decision making not in policing outcomes.

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If you're interested in how Frog can support your scale-up business, please contact us.

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