1. finance
2. accounting and auditing

CONVERGE Talk Back Sessions
September 2011
© 2009 MarketSphere Consulting, LLC
Contents
1
Introduction / Key Objectives
2
Personal Brand
3
Proactive Strategic Planning - OGSM
4
Community Challenge
© 2009 MarketSphere Consulting, LLC
2
Introduction / Key Objectives
© 2009 MarketSphere Consulting, LLC
Creating Business Harmony: Strategic advisory and technology experts to help you
deliver integrated ERP, BI and EPM solutions to optimize business performance.
• Our focus is on solving complex business challenges and strategic opportunities for
Fortune 500 and emerging, high-growth companies
• Services delivered out of eleven formal market locations throughout the United States
• In 2010, engaged by more than 160 clients on over 230 projects
© 2009 MarketSphere Consulting, LLC
4
St. Louis
Pittsburgh
Philadelphia
Omaha
New York
Kansas City
Indianapolis
Houston
Business Overview
Dallas
Chicago
Atlanta
About MarketSphere
About MarketSphere
What Makes Us Different
Core Values: Excellence, Teamwork, Leadership, Community, Innovation, Diversity
• About Our People
• About Our Clients
• About Our Community
– More than 150 market-tested
consultants, with 8+ years
average industry experience
– Strive for long-term relationship
with every client, more than 75%
repeat clients since inception
– One of our core values; strong
passion for giving back to the
local communities we serve
– Our Partners all come with big
firm pedigrees and are active in
the sales and delivery of our
consulting services
– Serve clients across a broad
spectrum of industries from the
Fortune 1000 to middle market
companies
– Expectation is 100% employee
participation
– 20% of our employees are also
owners who share in business
risks, decisions and rewards
– Achieve significant results with
our ability to work with all levels
and functions within the client
organization
© 2009 MarketSphere Consulting, LLC
– In 2010, MarketSphere and our
employees supported over 100
community organizations;
Financial support also provided to
many organizations nation-wide
5
Our Clients
Serving the World’s Top Performing Companies
© 2009 MarketSphere Consulting, LLC
6
Today’s Objective
Learn how principles from Nike or Ralph Lauren apply to your ministry
Building a better community through your personal brand
Creating a personal brand and a proactive strategic plan focusing on
a particular specialty or niche in the community where you serve can
make a huge impact on your church and the community at large.
Principles from companies like Nike and Ralph Lauren actually apply
to growing your personal development and the church as a whole.
Personal Brand + Proactive
Strategic Planning (OGSM) =
Community Impact
© 2009 MarketSphere Consulting, LLC
Personal Brand
© 2009 MarketSphere Consulting, LLC
What is a Brand?
How do characteristics of a powerful brand apply to me?
A brand is the essence or promise that a product, service or company
will deliver or be experienced by a buyer.
A brand is an identifiable entity that makes specific promises of value.
© 2009 MarketSphere Consulting, LLC
Personal Branding Defined
The Key to Major Community Impact
We are CEOs of our own companies: Me Inc. To be in ministry today,
one of our most important jobs is to be head marketer for the brand
called You.
It's this simple: You are a brand. You are in charge of your brand. There
is no single path to success. And there is no one right way to create the
brand called You. Except this: Start today.
Me 2.0: Build a Powerful Brand to Achieve Career Success by Dan Schawbel
(Mar 31, 2009)
Be Your Own Brand: Achieve More of What You Want by Being More of
Who You Are by David McNally and Karl D Speak (Jan 10, 2011)
© 2009 MarketSphere Consulting, LLC
Four Key Steps to Personal Branding
Key Drivers That Will Shape Your Impact
Discover:
In order to really understand who you are investing in self-discovery is critical. In fact, if you don't
spend time learning about yourself, your values, personal mission, and unique attributes, you will be
at a disadvantage when marketing your brand to others. Start by asking yourself "what do I want to
be known for, and then select a niche so that you can position yourself in your community.
Create:
Your personal branding toolkit may consist of a blog, website, business card, resume, video resume,
reference document, community activities, portfolio, social network profiles, or a combination. Your
brand must be consistent and reinforce each part of your toolkit.
Communicate:
You can communicate your brand by attending professional networking events, writing articles for
magazines and media sites, commenting on blogs, connecting with people on social networks, and
reaching out to the press.
Maintain:
As you grow, mature, and accelerate in your ministry, everything you've created has to be updated
and accurately represent the current "brand you."
Reference: What is your personal brand - Marla Tabaka
© 2009 MarketSphere Consulting, LLC
Why Should Ministers Care About Personal Branding
Take control of your personal brand
1. If you don't brand yourself first, someone else will brand you.
2. Community partners want to work with strong personal brands that
have successful track records.
3. Your personal brand is transferable, so if you move churches or
change ministries, you don't have to start from scratch again.
4. People are searching for you or people like you online, and if you
don't have a solid brand presence, you won't be taken seriously.
5. A lot of ministers, especially new ministers, have to build large
networks before they generate the community impact they desire.
6. Veteran ministers can “reignite” their impact through creating a
focused personal brand.
Reference: What is your personal brand - Marla Tabaka
© 2009 MarketSphere Consulting, LLC
OGSM Overview
© 2009 MarketSphere Consulting, LLC
OGSM Framework
OGSM Defined
O
S
© 2009 MarketSphere Consulting, LLC
OBJECTIVES
Long-term, broad;
usually to be
accomplished
over 1-3 years
STRATEGIES
Key priorities and
actions
G
M
GOALS
Quantitative
articulation
of the objective
METRICS
Measures that tell
whether strategies
are delivering goals
14
OGSM Framework
The Tool
Objectives
Goals
Strategies
Measures
WHAT WE NEED
TO ACHIEVE
QUANTITATIVE
ARTICULATION OF
THE OBJECTIVES
KEY PRIORITIES
FOR HOW WE WILL
ACHIEVE OUR
GOALS AND
OBJECTIVES
NUMERICAL
TARGET TELLING
WHETHER
STRATEGIES ARE
DELIVERING
GOALS
WORDS
NUMBERS
WORDS
NUMBERS
What
© 2009 MarketSphere Consulting, LLC
How
15
Case Studies
• Subsequent to acquisition, utilized OGSM Framework to define objectives, identify risks
and ensure alignment across departments and with IHOP goals and expectations
• Leverage Applebee’s core strength- ’market know-how’ and applied MarketSphere
business and strategic planning and project management expertise to prioritize strategic
initiatives and apply discipline and rigor to a new operating strategy
• 100% alignment of core operating functions and new, redefined incentive structures that
provides accountability across and down the organization
• Challenged to change how to plan for and run the business to ensure that units are
aligned against a clear set of objectives – business process vs. shelf-ware, verb vs.
noun
• Identified the need for a common framework to create linkage and alignment across
strategic business units and functional groups
• Success resulted in Hallmark using the integrated business planning framework for all
business units
• Facilitated development of tactical strategy
• Designed and implemented award winning balanced scorecard used for the top 125
officers and board
• Deployment of a Management Dashboard for financial and operational performance
monitoring
• Balanced Scorecard linked to incentive compensation
© 2009 MarketSphere Consulting, LLC
16
OGSM Framework
Linkage, Alignment & Transparency
The strength of the OGSM framework and methodology comes
from cascading strategies, established to meet stated goals
and objectives, from the top level of the company to the
objectives and goals of business units and support groups
ensuring a close alignment and line of sight.
Corporate
Objectives, Goals
and Expectations
Community OGSM
Objectives | Goals | Strategies | Measures
Church OGSM
Objectives | Goals | Strategies | Measures
This linkage and transparency to company-wide
objectives allows not only for business units and
functional groups to be aligned with company
objectives and goals, but will also allow an
employee to understand how their objectives and
goals are linked with the objectives and strategies
of the company.
© 2009 MarketSphere Consulting, LLC
Support/Functional Ministries OGSM
Objectives | Goals | Strategies | Measures
17
OGSM Example
OBJECTIVES
Radical Hospitality
Passionate
Worship
Intentional Faith
Development
Risk-Taking
Mission
Extravagant
Generosity
GOALS
STRATEGIES
1.) Welcome 100% of first time visitors
2.) Follow up with 100% of returning visitors
(after 3rd visit)
3.) Follow up with 100% of people marking
"want to join" or "prayer requests" on visitor
forms
4.) 70 new members in 2008 (including
confirmands)
1.) Connect with 100% of identified visitors, establish a
culture of welcoming people they don't know
2.) Establish a tool and process for attendance and
individual congregation details
3.) Establish a process for identification of visitors
4.) Develop/implement Visitor Follow Up Plan
5.) Develop Comprehensive Maketing Plan and Calendar
1.) Average 90 attendees at the 9:15 service
(over a 3-4 week span)
2.) Technology 100% working
3.) Offer 2 additional worship opportunities
4.) Cohesive worship service
1.) Train Laity and Staff in Sound / Video
2.) Strategy for key components of worship
3.) Create functional worship committee (lay
participation, diversity, cohesive worship services)
1.) Assimilate 50% of returning visitors into
small groups/Sunday School
2.) 10 PersonYoung Adults (w/ kids) Sunday
School class
3.) Quarterly and as required New Members
and/or Methodism 101 class
4.) 60% of regular attenders participating in
small groups
1.) Include small group/SS assimilation in Visitor Follow
Up Plan
2.) Develop/implement Spiritual Academy by Fally 2008
3.) Develop a system for identification/ developing /
training SS/Small Group class leader
4.) Children Placeholder
MEASURES
1.) X number of mission opportunities
1.) Publish a quarterly "missions" journal with personal
sponsored by FUMC
stories
2.) 50% of worshipers engage in and
2.) Include mission participation assimilation in Visitor
contribute to risk-taking mission opportunities Follow Up Plan
2.) "Feed my Sheep" Goal - recognition of
3.) Include mission testamonials in worship services
food / hunger
4.) Expand visibility as a resource amongst local
4.) Mozambique Goal
community agencies
5.) Feed my sheep
1.) 75% of those regularly attending worship 1.) offer financial/stewardship classes as part of Spiritual
sign a pledge card
Academy
2.) Increased pledge amounts in 50% of
giving units
3.) Pay 100% of our apportionment
4.) Receive 100% of pledged capital
campaign gifts
© 2009 MarketSphere Consulting, LLC
18
Today’s Challenge
Personal Brand +
Proactive Strategic
Planning (OGSM) =
Community Impact
© 2009 MarketSphere Consulting, LLC
• Carl Yost, Managing Partner
• [email protected]
• 816.582.6202
© 2009 MarketSphere Consulting, LLC