What is this thing called 9Stucks?
9Stucks is a dynamic business diagnostic tool. It identifies nine distinct yet interrelated business challenges that cause a company to underperform.

Aggressive Competition? You’re Gonna Need A Bigger Boat

SharkIn New England, nothing shouts “Summer!” more than the first report that sharks have been spotted off Cape Cod beaches. Great White sharks.  Six more were spotted this week cruising close to the shore in Chatham, MA.

When the island of Martha’s Vineyard was used as the setting for the 1975 movie Jaws, the movie rolled out a tide of beach fears that have never quite receded. Scenes from Jaws have caused adults and children to avoid swimming in the ocean, or panic and run from the water when seeing a harmless sunfish off the beach, or learn the pounding technique for scaring a shark away.

Are your competitors sharks? When new competitors are 100 yards off your company shore, or seemingly right next to your plant (boat) do you immediately think you ‘…need a bigger boat?’

Here’s a familiar scene from Jaws which illustrates the “You’re gonna need a bigger boat” reaction.

My experience has shown that management reacts in one of three ways when confronted with intense, encroaching competition:

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What is this thing called 9Stucks?
9Stucks is a dynamic business diagnostic tool. It identifies nine distinct yet interrelated business challenges that cause a company to underperform.

Quick! Exit! Uh…not so fast

Exit Planning is a trendy topic, especially for owners of stuck companies who often develop the itch to sell their business when raw emotions push aside rational thought.

Exit Planning means helping prepare the company and shareholders for an ‘exit event’ (aka Sale).

The idea of “It’s time to sell the business” becomes more top of the mind when the owner(s) of a stuck company grow weary of dealing with their own personal collection of stucks. Here are some points of frustration…

Since I have been asked about Exit Planning/Selling a business frequently in the last couple of months, I thought I would share an email I wrote to the CEO of a stuck company who was contemplating selling.  Here goes:

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