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Deb Shepherd

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    Kia ora,

    I hope you have been able to progress your project development and get assistance with the financial modelling. I don’t have any further suggestions at this stage but am hoping Andy and Louise’s advice was helpful. Let us know though as if these channels didn’t lead to the outcome you hoped for we can put our heads together for some additional suggestions.

    All the best
    Deb

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    Kia ora,

    Good luck with your youth and women’s fitness programmes – hopefully the sports club will be able to open at Level 2. To reiterate Russ’s point – the key question is what do you want the website do for you? What problem are you solving – attracting new members, communicating and engaging with existing members, providing online offerings? Answering this will assist you to identify next steps. As Tui said the Manaaki/Swiftly offering might be just the answer. Check it out and ask – always the best way to find out. Also don’t be shy to follow up with Russ’s offer to help further – we all want our NZ businesses to succeed so keep reaching out. Good luck and keep up the great work in the fitness and wellness space – needed now more than ever.
    Deb

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    Kia Ora Debbie,

    I too have experienced Alzheimer’s in my family and so my heart goes to you and your family at this tough time. Lots of great advice and suggestions have been offered in this thread. I would just reiterate a couple of points – this is a significant project at a time when you will be facing many other challenges. Partnering with someone either in the business world (ideally someone who has experienced Mark’s coaching, tools and techniques) who can support the process of developing the package through the next iteration or someone already in the coaching/mentoring field who could see a way to add this into their suite of offerings.

    If you were keen to capture the legacy of Mark’s approach and style and share then another option is turning the content into a book (but this is certainly not a great way to monetise the IP). I am thinking about the book “Legacy: 15 lessons in leadership” by James Kerr as an example. You might want to consider publishing this as an e-book. Getting clarity of what you are hoping to achieve from your/his endeavour (your why) will help decide next steps. Happy to chat if I can be of any assistance
    Deb

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    Hi there, I would think about community. How might you connect your potential and actual customer to content, ideas through communities that your customers are likely to share similar interests. Have a look at “vegans of LA” on facebook – that’s all about communities of people who share common interests in food, sustainability, yoga, health and wellness. You can add value to your customers not only through your own content but by being relevant and interesting to them through other connections. And, while in this lockdown period, continue to progress the ACC accreditation. Good luck

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    Love the advice from Debra and Scott. Here’s some additional tips I got from a fellow director who recently shared the governance approach he is taking with his portfolio companies:

    Start with Winston Churchill (he’s always good for a quote) “Never let a good crisis go to waste” 

    And that’s where I start.  The approach we are taking is to ask the following questions: 
    1. What will be the shape of our business in future
    2. What are the core assets (people and hard assets) we need to have, in that future model
    3. How do we protect those assets in the transition, and how do we eliminate the non essential assets as quickly as possible
    4. How do we ensure that any decisions we make now are consistent with the model we believe we will have in the future
    5. And be prepared to change our mind (almost daily!) about what that future model looks like.
    6. How do we, in an equitable way, spread the pain 

    The whole basis of this approach is to survive so we can then thrive.  There are some fundamental questions about what society will look like in future. The whole dynamic of society may change –  the big question is, how will it change? This unfortunately is the big unknown.

    How can I reshape my business to a future proof model, when I don’t know how society will, over the medium term, react to what is happening right now.  Will we go back to what we did before, or will society have fundamentally different principles by which it operates? 

    There will be a lot of SME’s who will fail. Others will thrive. As Darwin once said “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.”

    So, keep doing what you are doing and focusing on the important and immediate things that need to be managed including relationships of staff, customers and other stakeholders. Look after yourself AND, when you get a moment to reflect, consider the questions offered above. Where possible, include others in the exploration of these questions (your advisors, directors and staff).

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    Most importantly, be there for the entrepreneur or owner manager. There’s no playbook here so we need to provide support and the best guidance/advice we can with the information available. Lots of business owners are feeling isolated, confused and overwhelmed. One of our roles as directors is to help navigate the govt support initiatives, explore what, if any, aspects of the business can go online, provide support in the comms to key stakeholders and overall support to the owner. We want to do everything we can to help businesses survive, reset and be ready to come through this ready to go again.

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    Yes give us some more info Sari – I’m sure there are people in the network who can help.