All products of the «Business Constructor» company are based on a single comprehensive methodology developed by Kirill Kunitsky. This methodology helps to systematize the company and increase sales in the shortest possible time.
Below you will find the basic principles of this methodology and learn how to bring order to your company as quickly as possible.
You can study this methodology in more detail and implement all the tools in your company as part of the 3-month educational and consulting program “CEO”
We live in a systemic world.
Everything around is a system. Nature, the human body, the state, the car — these are all systems.
When all the elements are in place and the system is working properly, everything works as if by itself — you may not even notice how complex the system is. But as soon as one element fails, the system begins to fail. The level of failure depends on the importance of the element. The more important the element, the stronger the crisis of the system.
System (ancient Greek σύστημα “a whole made up of parts; connection”) — is a set of elements that are in relationships and connections with each other, which forms a certain integrity, unity.
– Wikipedia
Business is also a system.
And this system also consists of certain elements. The problem for many business owners is that many of them do not even fully understand what elements should be in their system. As a result, they create “undersystems” that are in constant crisis. The business owner thinks that he is engaged in management, but in fact he is constantly engaged in crisis management.
To lead a business to efficient operation without crises, it is extremely important to determine what elements should be present in the company and to effectively implement these tools step by step.
Kirill Kunitsky’s methodology describes the most important elements that must be built in every company for profitable and uninterrupted operation, and also helps to implement these tools step by step in your business.
Listen carefully to Kirill's comments on each of them
BUSINESS MODEL AND GROWTH STRATEGY
A systemic business begins with the potential for growth.
And this potential lies in the business model.
Whatever task the client sets for us at “Business Constructor”, we always first analyze the business model and check whether the owner and his team have answers to a number of questions:
SYSTEM OF ATTRACTION AND RETENTION OF CLIENTS
If a company’s business model provides potential for growth and prospects for business development, then the system for attracting and retaining customers is the main driver of this growth.
This system includes a set of all key tools that ensure the development of brand awareness in the market, the growth of target audience loyalty to the company, as well as all kinds of funnels for attracting customers.
Special attention should be paid to the customer retention system, since many companies are overly focused only on attracting new customers, as a result of which they constantly have a growing “base of former customers.” This is due to the fact that the company does not have processes in place to retain existing customers and increase LTV (life-time value). In fact, many companies don’t even have re-sale products built into their business model.
When building a system for attracting and retaining customers, it is important to answer the following questions:
ORGANIZATIONAL STRUCTURE AND BUSINESS PROCESSES
The organizational structure is the main tool that ensures the distribution of areas of responsibility in the team and the organization of effective interaction between employees.
Untimely development of the organizational structure leads to a number of problems, one of which is the “hybridity” of employees — a situation when the same employee is involved in a large number of heterogeneous processes (for example, simultaneously involved in sales, logistics, purchasing, etc.). As the business grows, this leads to loss of employee productivity due to lack of focus, failures in operational processes, as well as over-reliance on specific employees who become extremely difficult to replace. In addition, it becomes increasingly difficult to scale the company, and the business owner is drawn deeper and deeper into operational processes and internal crisis management.
The optimal way to build an organizational structure is to build a future organizational structure for a larger business scale and gradually decompose this structure to the current size of the company.
In addition to building the structure itself, it is extremely important to qualitatively describe the area of responsibility and expected results of the work of each employee. It is worth noting here that classic generally accepted job descriptions carry rather weak managerial value, since they are usually written rather vaguely and employees almost never refer to them. As part of Kirill Kunitsky’s methodology, we use job cards, which include a highly structured methodology for describing the expected results of employees’ work, on the basis of which a rhythm of regular feedback between managers and employees is launched.
Further, to regulate the interaction between employees, business processes are described (BPMN is most often used).
The “internal client principle” is also being introduced, thanks to which the relationship between responsibility centers in the structure is set up in the “internal client – internal contractor” format. This principle significantly improves the quality and culture of internal interaction in the team.
When systematizing a company, we always pay great attention to the organizational structure, since this is an area where business owners, in most cases, find it difficult to independently find an effective solution and external expert assistance is extremely useful.
HR FUNCTION
If the company’s business model provides growth potential and business development prospects, then the HR function is the main driver of this success.
The HR function includes a set of key processes: recruitment, onboarding, new employee evaluation, motivation (material and non-material), employee assessment and development, feedback provision, leadership development, and corporate culture support.
When building the HR function, it’s important to answer these questions:
These questions will help create a strong HR function that will contribute to the growth of your business.
OPERATIONS MANAGEMENT FUNCTION
If you have built a quality business model, developed a strategy for attracting and retaining customers, created an organizational structure and business processes, it is important to properly manage this organism. This is where operations management comes into play.
The basis of operations management is the management rhythm – regular team and individual meetings, plan-fact analysis, project and performance management. This includes planning and controlling financial and organizational plans, managing tasks among employees, managing projects, and tracking key indicators using dashboards and KPIs.
At the initial stages, it is important to have an operations assistant or business assistant who will help manage the operational processes. Over time, as the company grows, it is necessary to have an operations director (COO), who will become the CEO’s right-hand man and be responsible for maintaining all operational processes. This will allow the CEO to focus on strategy, brand development, attracting investment, and building partnerships.
Effective operations management helps to avoid internal crises, ensures quality work, and contributes to the sustainable growth of the business.
FINANCIAL MANAGEMENT SYSTEM
Financial management includes implementing quality managerial accounting that is as close to international standards as possible. This includes three main financial statements: the balance sheet, profit and loss statement (P&L), and cash flow statement. These reports allow for a quality check of the company’s financial status and making informed decisions.
Special attention should be paid to financial modeling, which allows for forecasting future financial results and making strategic decisions based on data. The absence of financial modeling can lead to financial crises, even if the business generally operates normally.
When building a financial management system, it is important to answer these questions:
These questions will help create an effective financial management system that will contribute to the stable growth of your business.
STRATEGIC MANAGEMENT SYSTEM
When you have built an efficient company with a quality business model, customer acquisition and retention system, organizational structure, business processes, a strong team, effective operations management, and financial management system, your business works like clockwork. Next, you need to take care of managing the development of the company.
This includes strategic management, which consists of regular strategic sessions. During these sessions, you update the vision of the company’s future, set strategic goals, and decompose them into projects for which employees are responsible. Between sessions, it is important to monitor the implementation of the strategy.
Annual strategic sessions are held once a year, while quarterly sessions check the dynamics of strategy implementation and adjust it if necessary. This helps to adapt to changing external circumstances and maintain team motivation. Ambitious professionals need to know where the company is headed and work in a dynamic environment that promotes their development.