A blueprint dedicated to early-stage entrepreneurs to assist with building a successful and sustained business.

1. BLUEPRINT FOR SUCCESS
GUIDELINES FOR NEW BUSINESS OWNERS
December 6, 2013
Created By :
William Harcourt - CEO
Ducourt Consulting, Inc.
Copyright 2013 Ducourt Consulting, Inc.
November 26, 2013
“Quicksand in a modern office building…Don’t be silly.”

2. CONTENTS
1.
Introduction
2.
Objectives & Goals
3.
Strategy
4.
Communication
5.
Empowering Your Team
6.
Execution & Results
7.
Making Changes
8.
Sustaining Success
9.
Growing Your Company
10. Selling Your Company
11. Summary
12. Contact Information
“What a great day! I spent the morning burning
bridges and the afternoon putting out fires!”

3. INTRODUCTION
The automobile business is one of the hallmark inventor, entrepreneur examples of trial and error and the farreaching results that can come from a fierce determination to fulfill a dream and change things for the better.
The world has never been the same since Henry Ford and William C. Durant created the modern American
auto industry.
Modern times are best known for software, IT technology and genomics…and in America we’re just a few
years away from cannabis coffee shops featuring an all robot staff. Regardless of the progress of automation
and the sophistication of products, there will always be an abundance of entrepreneurs who rise to conquer on
the bloody battlefields of business. These courageous people are primarily individuals and partners; husbands
and wives that risk opening a small business. If you are such a person, this presentation is dedicated to you.
Group
Benefits
“If they don’t like our proposal, I’ll show
them kittens. Everybody likes kittens.”

4. OBJECTIVES & GOALS
It is not enough to simply have resources and will. Every successful business, no matter how simple,
requires a detailed plan.
A Business Plan is the blueprint for clear objectives. It contains goals which monitor and measure the
progress of the plan's objectives.
Goals must interconnect all parts of the company and support the objectives of all.
Group
Benefits

5. STRATEGY
Strategy is not a patent, copyright, IP, service or product; it is a battle plan to conquer and maintain
the objectives and goals of the Business Plan. This begins by selecting key staff members who will
assist in designing, implementing, managing and improving the performance of people, groups and
divisions.
An effective strategy is not too complicated. While there are many facets, the main components are
easily identified by all. For the sake of this discussion I'll refer to them as inside, outside and public.
The inside is the predetermined, interlocking, coordinated activity within each department and
between all departments. The outside is Group distribution and marketing. The public manages the
sales,
image of the company in the community Benefitsmarket.
and the

6. COMMUNICATION
A common mistake believes that people know what you are thinking and if they don't, that they
should.
Poor communication feeds a myriad of problems which are also common because most people are
poor communicators. It is vitally important that upper and lower level management require clear,
unified, responsible communication of themselves and from others.
Spontaneous communication is anathema; unprepared communication is an embarrassment and
uninformed communication is fatal.
Group
Benefits
CEO
STAFF COMMENTS
“I think I speak for all of us when I say, What is God’s name are you talking about?”

7. EMPOWERING YOUR TEAM
You cannot hold people to goals if you withhold the tools and the training needed to accomplish their
objectives.
Many overlook this unbreakable rule resulting in high turnover, diminished morale and dismal
performance; all at the hands of management.
Responsible infrastructure and training is not a luxury, it is a requirement.
Group
Benefits
“OK, I’ve shown you the ropes, given you the low down and
gotten you up to speed. All that’s left is actually training you.”

8. EXECUTION & RESULTS
Anyone familiar with sports knows that winning results can sometimes be accomplished regardless of
poor execution and that they can often be frustratingly lost with good execution. Successfully
managing a growing company in a competitive market requires a consistent routine for real time
reporting of operational facts and daily insight into the performance of the people in your company.
With databases, video, web conferencing and a regimen of meetings throughout the management
down line, you will witness events as they happen. Effective communication and employee
empowerment creates an environment where the mandatory morning and weekly meetings are not
dreaded by your teams.
Group
Successful execution and positive results will not rely on random chance or a few select people's
Benefits
performance. It will be the outcome of your company's cognitive recognition of the whole process and
their part in it. This wins championships.
“His memory is brilliant, of course,
but he’s here for his teamwork skills.”

9. MAKING CHANGES
True or False: If we stick to our original plan all will be well.
False!
There is a delicate balance between overdue change and incessant change; both being traits of poor
management. Change is necessary; you won't grow without it, but change must be part of a process.
The circumstances are often unexpected, but they should always be welcome. Making the right
changes at the right times, or the wrong ones will determine the direction of your business and
Group
heavily influence the outcome of your Business Plan.
Benefits
“I’ve seen this before: Spontaneous
Combustion due to extreme resistance
to change.”

10. SUSTAINING SUCCESS
Sustaining success must be a constant and consistent personal process. This means that you and
your management maintain a level head at all times, especially in crisis and that you execute your
duties without fail. This is vitally true when all others are failing miserably.
Suffice it to say that the foundation for sustained success is a concrete mixture of personal growth
from failure and the ability of owners and officers to navigate in any weather without breaking their
mental, emotional and professional demeanor.
Doing this wins the trust and respect of management and staff. Not doing this loses it.
Group
Benefits
“Do you know what it takes to really
succeed in this company, Miskin? Guts!.”

11. GROWING YOUR COMPANY
Growth is a reward that solid success presents. It is not a solution for poor execution and it’s a
suicidal strategy for increasing lackluster sales. Solid growth is the outcome of good planning and
execution and is measured in profit. Futile growth spends money, generates activity and is measured
in projections and pipeline.
Begin by duplicating your model in new territories that can be managed from the central location.
Another opportunity for growth is the infusion of capital. This is usually accomplished with a bank loan
or line of credit which is collateralized by assets, or a short-term venture or angel investment that is
collateralized with stock.
Group
Also, introducing investment for growth Benefits same as taking personal profits. This money is for
is not the
growth only. Successfully utilizing short term investment capital means that you make all interest,
principal and balloon payments and recover the costs from increased revenue.
0%
“Our study concludes that this is the
percentage of customers who will buy
from us without any effort on our part. ”

12. SELLING YOUR COMPANY
Selling your company or issuing public stock is usually the crowning achievement in a fully executed
Business Plan, but selling all or a portion of your company is often unforeseen.
Generally, people sell to save a company, cash-out, or position the company for growth. There are
investors who specialize in each scenario: Investment Bankers are best for top dollar when
successful; Entrepreneurs and Competitors are best for struggling companies. Be prepared to
present all of the required information including outside financials, leases, contracts, bank and tax
records, R&D, patents and any litigation or government investigation.
Your vision for your company is also very important and increases your personal value as a minority
Group
Benefits
owner and/or continuing on the company’s payroll.
“This is no ordinary merger,
McClung, it’s a real monster!”

13. SUMMARY
This presentation draws from my personal experience and street education; characterized by
success, failure and staying the course.
I hope that it was helpful and humorous.
Best Wishes,
William Harcourt, CEO
Ducourt Consulting, Inc.
Group
Benefits
“I’m sorry Ralph, but you can’t put me out to
pasture…I own the pasture. ”

14. CONTACT
William Harcourt, CEO
Ducourt Consulting, Inc.
4400 S. Monaco Street
Suite 821
Denver, CO 80237
610-717-7854 direct
wharcourt@ducourtconsulting.com
November 26, 2013
www.ducourtconsulting.com
“It keeps me from looking at my phone every two seconds.”