2021 Corporate Strategy

MikeMann.com team inventions include active corporations like Phone.com Inc., DomainMarket.com Inc., and SEO.com LLC. We have numerous past successful corporations and charities too, some of which you can review here on our successes page. Mike also wrote the book “Make Millions and Make Change!” which you can download, read, or listen to for free at MakeMillions.com. You can also buy the hardback version from Amazon.com. We hope you enjoy it and find it to be useful.

Chapter 1

Our Overall Plan Includes:

  • Offering complete complementary “service suites”, special offers, and calls to action (CTAs), whose benefits and details will be described in tailored presentations for prospects, partners, and investors; along with comprehensive, up-to-date, thorough websites and apps.
  • Developing and selling each service independently while adding new strategically fitting services regularly, and then upselling customers on each of the others based on needs assessments over time. Marketing each service strategically via vertical markets, geographically targeted markets, online markets, and partnership markets all in parallel, whereas sequentially the competition would roll us with faster innovation and execution.
  • Focus on 1. a greater volume of leads each day for every service and method, with a responsible leader for each (no orphans), and 2. a higher closing percentage each day at the same time; and at the same time 3. a lower cost of customer acquisition, and 4. a higher lifetime valuealso measuring 5. revenue growth in each, and 6. growth in search engine keyword rankings for each service’s web page; using highly tuned presentations, leveraging sales and marketing best practices.
  • “Join Free; Get Free Tools”: This is the permanent viral CTA messaging for each company; make sure there are services to match the offer, with hooks to social friending. Add other targeted agreed messages with the same overall corporate strategy, in their own respective niches. This gets all prospects (a much higher number than otherwise) into the Salesforce funnel and ready for a professional closing process; then Upselling customers on all the other services being offered that are pertinent; Retention strategies of those customers, and Referrals from them. (URR)
  • The sales process for each product is to establish lead sources and upload data into SalesForce or Hubspot, establish appointment setting, give presentations in person or on video chat, complete prospect questionnaires, needs assessments, free form communications, and relationship-building practices, then move on with explicit written presented proposals and contracts to be signed; overcome any remaining objections until unsigned documents are signed by prospects and the deposit is received. Pass on to Accounting and Operations staff; then URR department handles Upselling, Retention, Referrals of those new clients; all parts coordinating in harmony to achieve the constant simultaneous goals of more new leads, higher conversion rates, lower acquisition costs, and greater lifetime values, as measured weekly with agreeable modern methods. You should notice a fast-growing pipeline in each service being offered and with each method deployed, whether it’s online, partnerships, geographic or vertical approaches. The pipeline report in Salesforce or Hubspot when operated properly will give you this data.
  • With respect to crowdsourcing to create websites and other content, the plan is to go to mturk and create a group filter to meet your project needs (ultimately saving the best people who end up with the highest scores and best reviews among peers, for future projects). Tell your group about your project, for example: “I have this domain tasty.com that I want to be the world’s most profitable website. What plan and process do you suggest we follow?” Buy 100 decent responses for cheap, and then get 200 people for cheaper to vote on which ideas are best. Take the 5 best ideas, with the highest votes, and go back to mturk or 99Designs, etc and hire a filtered qualified crowd to design 10 site lander designs with each of the 5 best ideas. (so you will be creating 50 sample landers). Go back to a crowd of voters and get them to vote on the best of those 50, keeping the top 10.) Then you have 10 cool landers based on great ideas that cost you a few thousand dollars at most. With those 10 landers have professionals and/or additional crowdsourcers create the rest of the site and content, eCommerce, etc. Then run multivariate testing with Optimizely, Mixpanel, and/or New Relic, keeping just the best and most popular/profitable site(s) and discarding the others. Also run Hotjar, fullstoryapp, usertesting.com, usabilityhub.com and fix any errors or opportunities they highlight. Keep the site updated, tuned, and analyzed in the same manner, with these and additional apps and experts. Bring home the cashflow.
  • Common modern apps including crowdsourcing when well combined will provide comprehensive web dev and management opportunities, with the right managers and programmers.
  • Cut costs and raise revenues by documenting and following best practices. (Why do we follow best practices? Because it makes no sense to plan or attempt to execute lesser practices than the best.)
  • Create explicit business plans, brands, concepts, assumptions, and projections for each entity to use and explain internally and externally.
  • Measure services offered on the modern dynamic web, blog, and social sites, with extensive content and apps; with A/B testing, R&D, trial and error, using a “quick success/fail” methodology.
  • Keep detailed analytics of internet, telecom, social media; dynamically reporting on Websites, apps, sales, advertising, and search positioning (across all phones, tablets, PCs, TVs, games, etc.)
  • Create efficient, scalable services and apps in-house, while effectively integrating third-party technologies, crowdsourcing practices, and a variety of carefully planned, documented, and highly leveraged corporate partnerships.
  • Have every person and task and hour fit in with the plan; and their explicit brand’s business plan and budget; each as specific measurable profit centers; to be trained, delegated, documented, and measured accordingly, with a clear hierarchy, in a uniform manner, forever. No orphans, of web sites, staff, to-do items, accountability, blogs, apps, domains. etc. Yes to teams crossing among departments and brands when needed, always working together on the same long-term business plan with clear communications and commitment to evolution.
  • Each team or department will have its own Key Performance Indicators/Analytics (KPIs), budgets, P&L (profit/loss center), and best practices to evolve through and report on, as well as many items that are shared between departments. They should have a master chart that includes every analytic they need to track, broken down by department, and report every week on changes in each tracked item.
  • Have detailed, flexible, modular, (and eventually signed) contracts for every potential deal, making it easy to upsell additional services, and provide real personalized solutions after, thorough client needs assessments and prospect socializing, with URR.
  • Discover additional leadership to create, follow, share, and delegate all plans, documents, and other content closely; always benefitting from the best of Accountability, Communications & Leadership (ACL).

Chapter 2

Notes On Technologies, Sites and Apps To Consider

  • Leads: SEO, PPC, LPO, Adroll and retargeting/Google remarketing and Facebook remarketing. Dynamic retargeting, use CTA special deals as bait. “Sign up free. Get free tools”
  • Usability: Hotjar, fullstoryapp, usabilityhub.com
  • Multivariate A/B testing: Amplitude, Mixpanel, Google Optimize pt. of 360 Suite gAnalytics. Adobe Marketing Cloud (competes w 360 user bucketing, similar to mixpanel). New Relic.
  • Snov.io, also does verification like hunter, may replace hunter entirely, leadsdb.io ($40/mo.) more in bulk, hunter.io (verification email) Clearbit, Adapt.io, RocketReach, Zoominfo, ContactOut, LinkedInSales ($500 per seat?) 30 messages a month; marketjoy, data.com goes w/salesforce?, D&B, DiscoverOrg, InsideView, Datanyze, Nimble, Enrichment, Gryphon Networks, RelPro, Lead411
  • Drift.com chatbot funnel or competitors

Artificial Intelligence

  • SecondMind, to review
  • Salesforce Einstein is incredible supposedly. The predictive analysis, chat bots, and opportunity assistance is said to be great. All using AI. Integrative with SIP/VOIP too.
  • MuleSoft middleware with SalesForce to review
  • Google bought a chatbot corp to review
  • Corporate and site data: gAnalytics, Tableau, Looker, Domo, Data Studio (Google)
  • Five9-Web
  • “Check what you see on mobile and even use the fetch and render tool in Google Search Console. That is what Google will see on mobile when they do mobile-first indexing. So make sure Google can see your primary content!”
  • Yext (whitelabel, get listings as ptnr amazon/alexa) or Synup: agency whitelabelling excellence to review
  • Actify is a URR company: gives questionnaires, giftcards, reactivates old leads
  • SpyFu (ppc tool, competitor keywords)
  • Big sites on Laravel instead of Beaver with greater personalization and plugged in apps and services and databases.
  • Themes: Beaver Builder agency setup along with Beaver Themer for smallish sites. A plug-in removes short codes that themes like Divi and a few others use in the event someone has it. Saves hours. Genesis possible alternative solution to research, very popular. Divi is too complex and proprietary, fail.
  • Ecomm: Stripe, Woocommerce, GravityForms.
  • Hosting and network: AWS Cloud (containerization); Flywheel (likely)/ WPEngine (unlikely); both easy for WP setups, Devhub.com?, Unbounce landing pages…..
  • Webdev and programming: Golang for multithreading (Lambda compatible for AWS), Elastic Search (inventory domains/site searches), Aurora version of mysql, Elixir, MVC agile development leveraging: LAMP, AMPHTML (google markup accelerated mobile), HTML5, CSS3, SASS, jQuery, Composer, Microservices and Multi-server architectures, Serverless, Python, React
  • Shopify, competes with WordPress: [Sell on there, or do just WP themes and plugins suffice? ……duplicating for sale domain database on there? ]
  • Github and version control (Laravel for bigger sites instead of Beaver for now)
  • Nginx load balancing/backups/redundancy
  • Scraping: Crawlera Nutch Scrapy.com
  • Communications: Phone.com, Asana, Zoom, Slack
  • CRM: Salesforce (w/ pipeline reports) or HubSpot. Pardot goes with SF and ZoomInfo goes with SF, maybe also with HubSpot? Marketo natural integration with SF and Hub.
  • Crowdsourcing: Mturk 99designs fivrr upwork
  • Content library: SugarSync…
  • Create site tours, with avatars explaining the site and each of its services. Give incentives (calls to action) and other methods to divert their attention and convert them to customers during the tour; then either exit or continue tour after conversion or data captures.
  • Content creation: Envato elements. http://elements.envato.com/
    [Easy access to commercial use images, great graphic templates for easy client project creation, etc.. Great price.]
  • Site24x7.com, Pingdom, Nagios, Cloudflare Jira LetsEncrypt (SSL)
  • Incl. geo load distribution, DNS, SendGrid, SIP/VOIP/Apps, (shipping log data on DNS, elastic stack packetbeat), reporting/admin system
  • HR: Weworkremotely.com, indeed.com, dice.com, ziprecruiter.com, local sites and universities, onlinejobs.ph

Chapter 3

Other Concepts To Keep In Mind In Operating Your Business In A Modern, Proactive, Professional Manner:

  • No company is perfect or perfectly structured which means there is always work ahead to manage and delegate. Therefore, each properly operating small company should be proactively structuring; or restructuring if it is a more mature entity; at all times thinking competitively.
  • There are always additional best practices to execute for everyone. If nothing else is required, you can always test and restructure innumerable marketing ideas to increase your “new leads rate” and new customer conversion rates at the same time; assuming you have perfected all your products and services and have nothing new or better to offer (unlikely).
  • Push the needle with every action item and raise the bar for it.
  • Hard capital is critical, but growing your political capital is equally beneficial. Trust, friendship, stakeholders, history, references, connections. Upsell, retention, referrals. (URR)
  • To go viral (grow your corporation or charity quickly) you need followers, believers, cheerleaders. Just a few can start the whole chain, but they are hard to attract. Behaviors need to be molded over time with powerful truthful messaging in a variety of marketing media outlets and formats.
  • In your evolutionary pursuits you will constantly be structuring, organizing, branding, building, financing, launching, and energizing new concepts; or restructuring, reorganizing, rebranding, rebuilding, refinancing, relaunching, and reenergizing your existing activities.
  • The rate of increase for each effort should go up in scale as we learn and create efficiencies in operations. Lead generation and their closing rates being most important; to increase conversion rates daily and scale quickly.
  • Sometimes things are so close to us that we can’t see the forest for the trees. Natural selection forces us to focus during emergencies in all respects; we could starve or get killed relying on the wrong people at such times. Your survival skill is to know who is on your team and who leads to solving your emergencies vs. who is just patronizing you and/or hanging on. Who are your franchise team players, and how can you develop additional?
  • Everyone should be on a team that communicates according to plans. No orphans working solo or practically isolated who are not following proper communications protocol.
  • Most of the main items mentioned in this document should be reduced to hundreds of work orders/to-do items that are delegated to VPs and documented everywhere, particularly the Asana app. Even if items take a year to complete they can still be described, shared, assigned, delegated, decided, and fully documented to make sure everyone is on the same page with your plans, working in the same direction all the time.
  • Again no orphan todo items; someone is responsible for everyone, the sooner they are documented and done the more competitive, profitable, and charitable a person or company can hope to be. Every employee has an easy system for sharing, improving, delegating, documenting, accounting, communicating, and leading for every single item contemplated in business models, and their respective evolving task lists. In this manner everything in a plan is covered properly and on time, so even if competitors do too, you will still win, starting with better people, best practices, brands, and plans.
  • So a sense of urgency helps cure emergencies due to its efficiency in focusing your mind on the best and fastest opportunities to solve them, and forces you to spend enough hours and days focusing until your “emergency to-do item” is completed efficiently and effectively. That same sense of urgency makes your team more efficient and competitive every day irrespective of whether there really is an emergency.
  • No best practices are being hidden, it’s all there for you to see and ask questions and evolve with your business family.
  • There is nothing optional in best practices, only updateable and changeable dynamically, within plans, when necessary; and done according to the What, How, Results, Next steps (WHRN ) sharing strategy.

This is the best methodology to compete and win.

Chapter 4

Writing Your Business Plan

Put together your complete thorough BUSINESS PLAN including assumptions and projections by combining and expanding on this and other documents: use the layout described at https://www.sequoiacap.com/article/writing-a-business-plan/; and study our models in detail at www.MikeMann.com and Mike’s book at www.MakeMillions.com

  • You should have a complete list of KPIs (key performance indicators); all business-related items you should be following. It should be easy to find this list online, and the related stats for each item – which are dynamic and therefore change daily. You should study how to move the needle on each KPI and do so; and whether you and each team member are evolving over any given period.
  • “Moving the needle” (while “pushing the envelope”) on key items is a lot of work and requires a lot of brainstorming and sharing with various team members to make decisions on the next steps, i.e., your Asana “to do” items for your “to-do” lists. These to-do items must be delegated and managed and shared in an efficient manner, in priority order, until complete. Each item should be described, shared, and completed in the WHRN manner via your Asana project management system: What How Results Nextsteps
  • Conceptually each company has its unique brand/domain to promote in three complete complementary experiences: 1. service suite and client build-out; 2. blogging content and user buildout; and 3. app buildout and viral activity, all in harmony within these same detailed plans.
  • You should expand geographically by picking a list of cities and hitting the top opportunities hard and moving down the list; again sharing with other people and teams in Asana like everything, and discussing on weekly calls. There should be numerous scheduled calls between various teams each week.
  • DomainMarket.com has over 2 million visitors (leads) per month, thousands of people filling in forms, and hundreds of paying customers each month, including all their contact info, as well as their subjects of interest. They can be approached on landing pages, thank you forms, email, phone calls, ad re-targeting, blogs and more. The key is testing many special offers over a long time to see what people will click on and convert to customers, and other behaviors. All the offers should include a viral social media component.
  • Our org chart layout contemplated below is unique and powerful and offers a competitive advantage.
  • Conversion of leads into customers and other stakeholders is the key to success for any entity. Clearly commit everyone on your team to a greater number of brand new leads day over day, AND a slightly higher average closing percentage rate each day. Compound this concept out for years; and do the math. This is another huge strategic advantage assuming your competitors miss it. For example 1 lead day one, 2 leads day seven, 3 leads day 30, 10 leads day 120. And 1% close rate day one, 2% close rate day two, 3% close rate day 30, and 10% close rate on day 120……….
  • Your service suite can be just one service or a variety of services. In our family of companies, it is relatively easy to offer a wide-ranging suite of interactive marketing services whether provided in-house or outsourced carefully. This gives you the opportunity to test marketing and converting a variety of items in a variety of ways and letting natural selection show you where the most profits lay. For each service or offering, you should create a bullet list of 10 items why you are the best provider, i.e., convince prospects to convert into customers by documenting and describing 10 reasons. Update this weekly so it’s clear, true, and the best.
  • You should have serious expertise in each service being offered starting with the president or GM, then hiring and training everyone else to be just as good or become even better.
  • Each service comes with a landing page on your website selling that product, making each service essentially a mini-corporation that can grow its own marketing and conversion experiences and create its own teams, and maybe spin off into unique corporations or URLs. This “cross-pollinating” is a flexible and expansive concept, yet simple and powerful, highly complementary. Try to make your services endlessly divisible and scalable accordingly.
  • Your company and brands should be the best developed and most profitable ultimately but don’t skip being the coolest, making positive your brand is not boring. See MakeMillions.com “Hype Theory”.
  • Make sure all your lead-gen tests are great offers; good deals; actionable items; so good that it’s something you would recommend to a relative or friend.
  • CTAs are Calls to Action, ie special offers that give you a chance to be creative and try innumerable items to increase your lead flow and convert them more effectively.
  • Offer the best service at what we do or don’t do it. Focus on your compelling “value proposition” and your “elevator pitch”; the ten reasons on your site why you are the best at what you offer; your whole team’s enthusiasm to succeed in your plans.
  • http://fundersandfounders.com/ offers good quality visualizations how your own small technology marketing company should evolve; study and share key infographics accordingly.
  • You must create, explain, tag, advertise, and back up explicit excellent services in your service suite, whether or not you insource or outsource or hybrid their actual execution. The customer should never know the difference and should always receive outstanding service, with all the parts of your org chart proving value at each stage of the lead/customer lifecycle, which hopefully lasts forever.
  • Competing, leveraging this particular plan, is the essence of what you should be doing during work hours, the more the better. Competitive services. Competitive work output. Competing in the economy against similar companies. Competing for media space and SEO space and domain names and social media status. Profits are good for families, charities and taxes, and are generated by serious competition, and a competitive attitude, in a competitive world.
  • You need the exact same service suite, service provision, and paperwork, and other execution regardless of whether the customer came from 10 leads, ten thousand leads or with millions of potential leads.
  • All the services must always be excellent and consistent and documented. Something you can be proud of and is so profitable and good for your client that you would even be able to offer the same to your own friends and relatives. If this is not the case, then start over with your business plan.
  • We have lots of workers but not enough leaders who grow out all their services properly according to plan, follow all the rules and documents, hire lots of people following the correct org chart and deliver the goods innovatively and profitably, hiring and delegating to those better than themselves, updating best practices and keeping all shared in management systems with WHRN. We need to get better at long-term incentives and stock options instead of short-term benefits. This ties all our interests together like one and will provide better growth and profits and less struggle to achieve our goals.
  • Each service in your service suite should get the same filter of excellence, like its own mini powerful corporation or app, with leadership, scale, profits, marketing, a team, documented, analyzed, spreadsheet, controlled, and serious. Again it’s ACL, accountability, communications, leadership through our awesome plans that will deliver the cash and charitable benefits. No shortcuts and no reason to say I told you so. Take no prisoners, and have no intention of losing or failing, we are here to compete.
  • Taking ownership of your plans and products; an ever-larger staff under you; succession planning; redundancy of all
  • Create consistent incremental improvements moving the needle positively on all KPIs item by item, person by person, department by department, by continuously raising the bar, especially in numbers of daily leads and their close percentage rate

Other traits for team members include: loyalty, commitment, duration; being a role model. Also:

Other traits for team members include: loyalty, commitment, duration; being a role model. Also:

  • Tracking HR issues and people in detail and conducting professional reviews
  • Training
  • Sharing
  • Handbook should be signed during day one training
  • Review screening, hiring, and firing procedures
  • Strict guidelines to follow/standards/SOPs
  • Consistency, no exceptions
  • On same page, consensus, or present better ideas
  • Logins, backups
  • Best viral/social/local apps
  • Weed poor practices
  • Best practices update themselves dynamically, living, never old, in consensus, actionable
  • Due dates
  • Completing paperwork
  • Tracking expenses and approvals
  • Following models and delegating
  • Making art of business into analyzed science
  • Successes/Case Studies: create one set for what you’ve done for clients in the past and one what you’ve done for investors in the past
  • Confidence creates self fulfilling prophecies of success, with your model and brand
  • Devils advocate, solves problems fast and stops cash drains; maximizes cash gains
  • Blogs for each brand (and apps) should be whole unique business executed concepts
  • Blogs should have many subjects that are very active with own landing pages, and SEO, PPC, social, etc.
  • Same with apps for each brand. Services, social, apps, blogs for all. Maxed out!
  • Study how to crowdsource content pieces that get high SE exposure. Be the best at it. Its an evolutionary and revolutionary concept to allow you to compete and maximize profits.

Chapter 5

Organization Chart Layout

Management: The President will control the company on a team with the CEO and the boards of directors and advisors; and delegate as much as possible to the leaders of each department. They will hire General Managers for explicit goals when necessary who will have their own accountable teams of generalists, specialists, and leaders in a potentially less structured environment to solve immediate goals and operate “skunk works” for apps and marketing ideas.

These roles delegate all other roles and tasks down the org chart hierarchy but are the final accountable parties for the overall plan and each action item. If any section of the org chart is left empty all those roles are naturally still the responsibility of management directly above, otherwise, they are properly delegated and accounted for within the completed structure. On day one the president or GM is also the VP of every department below and has to perform their same tasks unless they have VPs in which to delegate. Another VP could be assigned more than one position temporarily also, but anyway you slice it every role needs a complete ACL (accountability, communications, leadership) filter. If we want to grow the companies properly, profitably and at a fast rate, we need to fill out every empty VP slot ASAP. Thinking of it like a militaristic type leadership hierarchy makes a lot of sense.

All of the tasks for each VP exist whether or not there is a VP hired, so the president is still accountable. In the beginning, there is a lot of sweat equity and risk building the company and business plan and achieving funding and reaching profitability, often prior to building all the departments.

If one attempts to build their company without covering every department and each role underneath, then they are being negligent and uncompetitive and leaving the spoils of burgeoning marketplaces to competitors. Being a control freak and failing to hire and delegate and achieve these goals in a fast, efficient manner would be a failure.

Your company is an embryo preparing for an assertive, dynamic, permanent growth trajectory. It should evolve and grow in the healthiest, most efficient environment, proactively. Missing departments is like missing limbs, and missing tasks are like missing organs perpetuating disease and making your competitors look healthier to their prospective customer, employee, or investor mates; ie if you miss departments you are a weak player in your healthy market relative to competitors that grow their organizations thoroughly, in detail, with their plans and people.

Do not operate by the seat of your pants. Do not be a bottleneck especially if you are the boss and need to scale and delegate quickly. Do not be scared to hire and delegate and let go of control. Don’t be a control freak, be a successful team results freak. Be scared of not competing well, failing to test, evolve and serve all your stakeholders. Get your hands dirty.

VP of Client Service Operations works only with paid clients under contract, delivering the very best quality services, exclusively within the company’s service suite, as described online and in its business plan. They can provide the actual service in-house or outsource it following consensus best practices. All team working hours and services should be billable, and paid by customers under contract receiving excellent customer service. Contracts all come from the finance department.

This team provides all services delivered to all customers at all layers and works with heads of other teams in the natural symbiotic flow of businesses following best practices and business plans. They do not deal with leads and do not do upselling, cross-selling, or reselling. To the extent, it fails at retention the retention team is a check and balance.

This team may provide technology to customers as part of its service suite (as developed and trained by R&D department) but does not do any R&D or A/B testing itself outside of servicing ordinary client contracts.

They communicate and share with other leadership extensively, reaching consensus to dynamically optimize overall day-to-day operations for the interests of stakeholders; mainly working together on best practices research, customer service, and any decent profit-seeking initiatives. They are all selling and servicing the exact same service suite together within the same five layers, to the same customers.

  1. VP of Leadgen and Branding Excellence The VP of Leadgen and Branding Excellence generates leads through all planned channels, for each service in the service suite. This role is expected to create an expanding volume of leads daily for each service.  This person also develops and dynamically manages all social media, web development, SEO, PPC, PR/marketing, resellers, content, webinars, newsletters, and blogs for the corporate brand (not clients). This person reports to the President.
  2. VP of Conversion is in charge of the lead and closing down the sales cycle once it comes in the door, via online processes or appointment setting calls, i.e., they are in charge of every inbound lead that hits the phones, forms, or emails, and anyone forwards them, maximizing best practices of SalesForce.com and sales practices (from MakeMillions.com) (this person manages completed forms and abandoned forms, A/B conversion tests, email responses, salespeople speech and text, and other conversion ideas and tests; manages inbound phone bank and email systems) They do not deal with existing customers at all. They mostly receive leads from VP of Online Leadgen and VP of Retention and Referrals. A greater number of leads each day in each service area, and a higher conversion rate each day is the goal. The rate of increase for each effort should go up in scale as we learn and create efficiencies in operations. All signed contracts go to the finance department.
  3. VP of URR engages existing and former clients, as well as existing and new potential partnerships. Upselling (providing more of the company’s core service), Retention (keeping a client is cheaper and this is a check and balance to service department effectiveness), & Referrals (get them to refer more new business leads to forward to conversion department). All signed contracts go to the finance department.
  4. VPs of Vertical and Geographic Leadgen and Conversion (these are real sales leaders or teams either employed or contracted out that generate their own leads on the phone and in-person and close their own deals, not online leads unless they generated them via alternative methods outside our VP of Online Leadgen purview). For example hire new people in NY, SF, FLA who may address specific high-level market verticals and deals, or just cover a series of zip codes in its entirety); All signed contracts go to the finance department.

Each VP and website should hire General Managers to manage a variety of well-tuned teams in the Philippines or India for any required services that fit in your business model; with each task placed in Basecamp to share, evolve, and complete with other stakeholders and teams accordingly.

  1. VP of R&D manages all technologies and trials internally for the company. Creates apps, tech, new ideas, and A/B tests. Innovates for profits. Creates explicit custom services to add to service suite (online and in the business plan), and trains all staff and partners to sell and service accordingly. (Manages networks, software, and PCs. HR department trains on commercial apps required to run our businesses like Salesforce.com, Basecamp, Harvest, etc.) This person also acts as a Sales Engineer for the VP of Conversion for complex prospective deals.
  2. VP of Finance covers business planning, projections, reports, fundraising, cashflow, A/R, and A/P, etc. Helps manage VP of HR accordingly. All finance and HR-related services can be outsourced or completed in-house. All completed paid client contracts in good standing come from this finance department go to the VP of Client Service Operations. They also tell each other well in advance if services need to be discontinued to any customer so their teams use proper procedures and precautions.
  3. VP of HR manages all staff recruitment, payments, retention, documentation, training, growth, and benefits. Helps manage certain aspects of daily operations under the leadership of the VP of Finance. HR department teaches itself and trains everyone on apps required to run our businesses like Salesforce.com, Basecamp, Harvest, etc. This can be outsourced or provided in-house.