536 – How To Generate And Handle Extreme Business Growth - James Schramko SuperFast Business Online Business Coaching

Interview highlights: 01:47 – Did growth just happen? 05:01 – When you hit 20 million… 07:32 – Why not spend more? 08:59 – Knowing how big your business is 11:16 – Triggers and reporting 14:42 – Does segmentation come into play? 17:26 – The impact of current events 21:46 – A CEO’s routine 24:53 – Growing pains to look out for 28:34 – Tool/technique recommendations 30:45 – Sources of business ideas 33:45 – An effect of success Plan the future of your business while relaxing in the Maldives. Click HERE Download the PDF transcription Transcript: James: James Schramko here. Welcome back to SuperFastBusiness.com. I’ve got a guest back for the second time. The last time I interviewed this guest, his business was doing around $5 million a year. We were talking about the comparison between direct response and ecommerce styles of marketing and how you can actually blend the two in what he does with his successful business called Survival Frog, and that was episode 491 in August of 2016. Now, here we are, at the time of recording at the end of May 2017, and our guest has almost doubled the business. So today, I’m going to be speaking with Byron Walker about business growth. Welcome to the call, Byron. Byron: Great. Thanks, James. Glad to be here. James: Now, I’m interested in the story of how you’ve doubled your store in less than a year. Especially because business growth is a hot topic with both SuperFastBusiness and especially SilverCircle. A lot of the things that I focus on are to achieve business growth. And I think the first thing that we should probably address is, was the growth something that you had planned or has it just happened? Can you plan growth? Byron: Yeah. It was definitely planned. In fact, I think a lot of the reason why we’re not only growing but growing in a fairly smooth manner; I mean yes, there’s growing pains and there’s craziness, but overall for the type of growth we’re seeing is fairly well leveled and feels good. And I think the reason behind that is we had already gotten a lot of our basics down, our procedures, documentation, the right people in the right seats. A lot of the things were in place that allowed us to grow. Because I mean growth is great, but sometimes it can cause a lot of damage too. And so we’re growing but we’re also growing where we’re increasing margins. Don’t get me wrong, it is so crazy but it’s pretty well-controlled in our growth. So it was planned and I felt we had a really good strong base before we really started popping the lid off the top. James: So when you sit down and think about where you want the business to go, who’s involved in that process and what is the process that determines what you’re going to plan and what is the plan for Survival Frog? The plan Byron: Again, I’ve got the right people in the right seats. Myself, I’m the CEO, and although I’m out of the day-to-day operations, I’m very heavy into the strategic planning of the company. And so who’s behind that? Certainly, I would take the lead role as the CEO of the company in charting the path to the future and where we’re going.