DIYMarketers with Ivana Taylor| Read It and Reap | Building Your Booming Business

DIYMarketers: Read It and Reap

By | Building Your Booming Business, Contact Manager - CRM, David Bryant Mitchell, Finance, Leadership, management, Marketing, Motivation, Operations, Sales, Strategic Planning, Systems | No Comments

I had a lot of fun on this interview…..caution, I had technical difficulties on my end at about 17:12, but check out how I worked around it and was able to get back on the call by 18:34….

Here is what Ivana Taylor says about the book:

“For years, David Mitchell has been coaching businesses and business leaders to success by helping them build the tools and processes they need to make a business successful.

He knows the secrets for why businesses succeed, why customers stay loyal or leave, and how to be an effective business leader.

Unfortunately, it would be impossible for him to coach every business, so now he has written Building Your Booming Business to share the main strategies businesses need if they want to get ahead and stay there in a competitive marketplace. And surprisingly, it’s not all about profit or even having a better product.”

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Entrepreneur's Library with Wade Danielson

Interview: The Entrepreneur’s Library

By | Building Your Booming Business, David Bryant Mitchell, Finance, Leadership, management, Marketing, Operations, Strategic Planning, Systems | No Comments

Entrepreneur's Library with Wade Danielson

I was recently interviewed by the Entrepreneur’s Library Podcast.

We talk about the 5 Foundations every business needs to be successful. I also give a couple of influential books that I’ve read that’s helped me sculpt my personal foundations. We also discuss step-by-step business strategies and advice that will not only take your business to the top, but will help you systemize your business, build an effective team, provide high quality customer experiences, and drive more sales. The goal of the book is alleviate the consequences that come with unmotivated employees, escalating business issues, and an overworked schedule.



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Get Clear About Your Product

By | Marketing, Operations, Sales, Strategic Planning | No Comments

Get Clear About Your Product Marketing

Often we get so caught up in the technical aspects of our service or product, that we forget what problem it solves for our customer.

In order for you to communicate clearly with your customers through your marketing and sales, you have to become clear about three aspects of your product:

  1. What is the problem that you solve and what are the benefits your customer receives?
  2. What is the experience that your customer can expect?and
  3. How can you consistently deliver that benefit and experience?


Get clear on these, and you’ll begin to see how much better you attract your ideal customers.

Don’t Lose Customers in the Final Stretch

By | Marketing, Operations, Sales | No Comments

This week I thought I would share with you a lack-luster customer experience that could have easily been several times better!

Good morning, I hope you have a great Monday morning.
So I’m here in Portland for conference and I’m staying at a hotel – which will remain nameless. It’ been a good hotel but there’s a few small problems that I thought I’d use as situational or great examples for you to help you win your own business.

As you walk in it’s a nice clean room (except for my junk sitting on the bed) Nice, clean room. Not a whole lot, a standard hotel. They’ve added a big screen TV very nice, very flat brand-new but here’s the problem: It doesn’t move. They’ve got a little disclaimer right her. It says that it doesn’t move around and if you break it you’ll pay for it. So, if I wanted to sit on the couch, watching TV might pose a problem. A minor inconvenience, but one that can damper your experience and make it that much less enjoyable.

Also, I like a lot of work in the evening so I have a nice desk here (even though it’s a little crowded with the coffee pot.) If I want to set up my laptop and get some work done maybe I could just move the coffee pot but . . . there’s no Internet to plug into. There’s no cord for me to get some high-speed Internet. This is a phone jack but it is not a high-speed Internet jack. I don’t usually make the habit of bringing an Internet cord with me.

That was just a couple of things. But this is the one that really got to me. I got up this morning ready to use the fitness room that was so avidly advertised. However my key didn’t work. I just thought it was a problem with my key. I go to the front desk and first of all the guy at the front desk wasn’t at the front desk, he was sitting on the sofa in the lobby watching TV. Just saying. But when he did finally recognize that I was standing there, his comment was that the fitness room doesn’t open until 10 o’clock because it might wake up the other guests. That kind of defeats the purpose. Most travelers, (I’m not going to say most because they’re some that do it in the evening) but many are going to want to do it in the morning . And they’re not going to want to do it after breakfast and they’re not going to want to do it an hour before checkout at 11 o’clock. Just some observations.

These are all good examples of ideas and marketing thoughts that they had. Things that they do to enhance the customer experience but they didn’t follow it all the way through, they didn’t think it all the way through.

That’s what I want to challenge you for this week:
What amenities, what little tweaks, what additions are you giving your customers that perhaps aren’t giving them what they asked for? It’s a nice thought, but because it’s not all the way thought through, they’re more angry than they are thrilled. Just think about that this week and implement and follow through on what you’re doing. We’ll see you on the other side.

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The Five Foundations

By | Finance, Leadership, Marketing, Operations, Strategic Planning, Systems | No Comments

A business is nothing more than a system of systems that creates value. And every business needs five basic systems, which I call the Five Foundations of Business:

What are the Five Foundations?

Discover the five foundations your organization needs to succeed.

  • Marketing—Finding the quickest path to the sale.
  • Management/Leadership—Identifying the destination, developing the path, and creating a team to accomplish it.
  • Operations—Delivering the service.
  • Finance—Managing the value created through superior marketing and operations.
  • Systems/Controls—The grease and glue that keeps the other four Foundations moving smoothly and holds them together.

Getting these systems to work for you as efficiently as possible is the essence of creating a successful business. Once you have created and fine-tuned the systems, it becomes much easier to sell your product, create viral word-of-mouth, hire employees, lead and manage them, expand into new markets and additional sites, and to franchise. Plus, life is easier and more enjoyable when your business generates income for you and your lifestyle. Finally, the systems make it possible for you to create a business worth selling when you’re ready to retire or move on to your next venture. Of course, within those categories, how the specific systems that create widgets, tools, knick-knacks, food, services, or experiences will work depends entirely on you as the business owner.

If you decide to read Building Your Booming Business, take the time to review your systems. Where is the hand-off from one system to the next? What systems are missing or not performing as well as they could within each of these “Business Foundations?”

Why should you trust me? What makes the material in Building Your Booming Business worth the time to read and implement?

I have always had an entrepreneurial bent. At eleven years old, I used the drawing program on my dad’s IBM 286 to make a half-page flyer advertising that I was available to do a variety of odd jobs. Then I distributed about 100 of them throughout my neighborhood. I had a few calls over the next couple of weeks to mow lawns, babysit kids, and a number of similar tasks. Within a couple of weeks, I was bringing home about $150 a week. A year later, one of my customers, who was the general manager for a local lumberyard, asked me to give him a bid for regularly mowing about two acres of grass around the business. Once I sealed that deal, I was bringing in an additional $120 every ten days. In 1989, that was a lot of money, especially for a twelve-year-old. Don’t worry; I spent most of it irresponsibly.

Since then, I have run business organizations as large as 200 employees, increased revenues by 40 percent in less than three months, and have battled almost every operational obstacle imaginable. I even had to pull a department out of a financial disaster.

More importantly, I have successfully coached scores of other entrepreneurs, managers, and owners on how to be successful doing the same things I have done. Many of them have more than doubled the sizes and profits of their businesses, created more time for themselves, and even sold their businesses for profit.

Why would what I have to share in this book work for you? You’ve probably tried training programs and systems before. You’ve tried seminars, books, coaching, and spent lots of time trying to get your business to break barriers.

The reason I know that what I have to share can help you take your business to the next level is that I have actually implemented, either in my own business or in the businesses of my clients, every concept in this book, and I have seen great successes as a result. Even if you only use one of the strategies I offer, you can move your business forward, or you can apply all of them to make your business boom.

To get a copy of the introduction and the first page, check out

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Delegation means more than just assigning the job.

“Make it so, Number One”

By | Accountability, Leadership, Operations | No Comments


Delegation means more than just assigning the job.

photo credit: randomcuriosity via photopin cc

I am a bit of a sci-fi geek. I cut my sci-fi teeth on Star Trek and enjoyed “The Next Generation” as a teen and young adult. I used to watch Captain Picard as he looked at “Number One” Commander Riker and simply said, “Make it so.” Riker always seemed to make it happen. I thought that was how delegation worked. You gave it to your underling and they made it happen. Problem solved.

Unfortunately, that’s not how it works.

Because we are giving them the decision-making tools they will need you to follow through, you will also need to walk your team through the process over and over again. Every time you give your team a new challenge, you are forcing them into a Storming stage and they will need your management and leadership much more intensely than before.

As you teach them to manage themselves, they will need you in every meeting. You will need to direct the conversation and encourage some people’s involvement. It will require your follow-through and attention to detail. After a while, you can then begin to ease out of the manager role, move into a leader roll, and finally into empowerment when you can tell your team “make it so” and all you need back is a report on what will be changing.

Why go through the trouble?

It’s going to be tough. Remember the reasons why you need to delegate more: 

  • Better fulfill your company’s vision
  • Give your customers a better experience and a deeper relationship with you and your product
  • Provide your team with a better environment in which to work while eliminating their frustrations
  • Grow your profits to better support the causes and passion you have
  • Free you as the leader to live the life you want and reduce the fires you have to squelch on a continual basis.

It’s going to get tough. You’ll lose team members, have strong conflicts with others, and still come out a better team, business, and leader.

I promise it’s worth it.

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How to Build Systems and Processes to Grow Your Business

By | Leadership, Leverage, Operations, Systems | No Comments

Business Direct PodcastI was recently interviewed on a  podcast (online radio show) and wanted to share this with you on my website. You can listen to the podcast below or read the transcript.


When you run a business there is never a shortage of things that need to get done. But if you have systems and processes in place for how you do things, then you can automate and delegate large portions of your business responsibilities so you can focus on work that will truly have an impact.

Today we’re speaking with Dave Mitchell about how to build systems and processes that you can use to grow your business. Dave works with business leaders to create momentum in their business by focusing on the 5 Foundations of Business, which he’ll share more about in the interview below.

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For real change to happen, you have to identify your sacred cows.

Sacred Cows

By | Leadership, Operations, Systems | No Comments

For real change to happen, you have to identify your sacred cows.We’ve all heard the term “Sacred Cow,” but have you ever wondered what it really means? It is a reference to the Hindi belief that cows are a sacred animal and carry the souls of relatives. They are therefore revered and not used for food. In business we often refer to people, projects, or systems as a sacred cow when they cannot be questioned, criticized, or considered for elimination.

In your business, some of the processes currently in use have become sacred cows and your team will adamantly resist changing them.

The reasons for the resistance are simple. First, your people will resist change because they have adjusted their own habits and workflows to the systems already in place. Changing those processes will require them to change. Second, many of the processes that are currently in use have been developed on the fly by the people using them – namely your people. They are emotionally tied to those process and suggesting that they are changed can imply in their minds that the work they did was not good enough.

Your new announcement to “systematize” or make the business more efficient will be met with skepticism. That’s why the first set of sacred cows you have to sacrifice are your own. There are many aspects of the business that are your baby. It’s something that you put your heart and soul into in order to make it work.

The great part of being an entrepreneur is that when you have a great idea you can direct your energy into the area that excites you the most. However, your entrepreneurial ADD may have taken you down the rabbit hole. Be open for your team, consultant, coach or mastermind group to put the mirror in front of you. Know when to swallow your pride and make a change in yourself. When your team sees you making the sacrifice, it makes it easier for them to place their sacrifices on the altar with yours.

Even though you’ve taken the lead and example of having a willingness to change and it will be easier for them to follow, it will still be difficult for many of them. It won’t happen overnight. In fact, the process of change never ends. The sooner the team realizes that and is willing to accept it, the more efficient your business will become.

is a business coach and consultant that works with business owners and managers to create momentum in their business with strategies and tactics that they can implement today. These strategies are based on the five foundations of business: Marketing, Leadership, Operations, Finance and Systems.

Keep adding new processes, and you end up with a cluster.

How did I get such a jumbled mess?

By | Leadership, Operations, Systems | No Comments

One of my wife’s many gifts is that she is extremely organized in everything that she does. I, on the other hand, am not that way. I have had to learn as an adult to keep organized and still have to make a conscious effort.

Even for an organized business owner, adding staff and complexity to the business can cause your processes and systems to become a jumbled mess.

Poor systems never start as bad. Usually they occur because the system in place has not responded well to unexpected challenges or new opportunities.

Imagine your original business systems as a single bubble. You’re happy with your bubble. It works and produces the results that you need.

Your core business starts as a simple set of processes
Eventually a new problem or opportunity comes up that you need to address. It’s easier to just add a new system or process instead of growing your system.

A new challenge can present a need for a new process

However, if you keep adding new processes to every new opportunity, you have a business full of disjointed processes. They sort of fit together, but they are cumbersome and difficult to manage.

Keep adding new processes, and you end up with a cluster.

To get out of this jumble of un-manageable, independent processes, you have to start looking at your Standard Operating Procedures and see how they fit together, figure out transitions, communication methods, and how to better wow your customers.

You need tighter operating procedures.

Don’t roll your eyes. None of us like the restrictions and the “corporatization” of our businesses. Most of us started our business to get away from the smothering of someone else’s stupid rules.  The truth is, great business is somewhere between smothering bureaucracy and flying by the seat of your pants.

By developing written procedures and processes, you create a team that produces the same level of quality as you would if you were doing the job yourself. How detailed and how specific you get with your processes depends on how much decision making can be left to your newest and least experienced employee.


is a business coach and consultant that works with business owners and managers to create momentum in their business with strategies and tactics that they can implement today. These strategies are based on the five foundations of business: Marketing, Leadership, Operations, Finance and Systems.