Five reasons to build IP for your business

How valuable is your business?

Financial experts say that any professional service firm is valued based on three elements:

  • Intellectual Property
  • Recurring Revenues
  • Value of your brand

Not surprisingly, if these three criteria are met, you have a scalable business.

And when you have a scalable business, your target market will know well who you are and how you help, you will have built strong equity in the business based on trademarked or protected IPs, and, as a result, you will have a system that will generate revenues on monthly basis in multiples. You will be also ready to sell it if you want to.

Nice, right?

This is why building IPs is a key pillar of my program. From the outset. In fact, you don’t need to wait years before thinking of having a system that helps you scale faster your business.

Let’s see what other benefits you get by unpacking your IPs:

  1. You can stop trading your own time, so you can spend less time in delivery, focus more on building more equity, and finally have more freedom
  2. You have a pragmatic system that brings consistent results to your clients, so you don’t need to re-invent the wheel every single time
  3. You can build and sell multiple products based on your IPs, so you can serve clients at any given time (low budget, premium, etc.)
  4. You have your marketing “ready” by using your system as powerful contents, so you never feel “dry” when you write
  5. You can leverage the online world, so you can still serve your clients from a distance

If you are like me, you know how urgent this is for your business. Your competitors are already building IPs. Imagine who is going to serve your clients if you do nothing…

When I work with clients, we go deep. From defining the problem of your clients, your promise, and the process to get them where they want to be. Then, we build together a signature system and individual products, step by step. It does take time, but you need to do it once and not all together.

Michael Gerber said: “Organize around business functions, not people. Build systems within each business function. Let systems run the business and people run the systems. People come and go but the systems remain constant”.

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