DELIVERING FREEDOM TO

BUSINESS OWNERS

Our Goal for today

• Knowledge Transfer to Business Owners

• Reality vs. Theory

• Tools for Running a Successful Sales

Force

• No hype…Just the Facts

Agenda –

3 Power Principles

• Attitude / Acknowledgement

• 3 Eyes of the Business Owner

• Success by the Numbers

Brian Tracy Chairman CEO: Brian Tracy International

• One of the world’s foremost authorities on organizational, personal and professional

development.

• Consultant for more than 1,000 companies

• Globally recognized speaker addressing more than 250K business people annually

• Top selling author of 60 books and over 300 best selling audio and video programs

What is a Business Coach Anyway?

Time Team Money

Uncertainty, Frustration

Exit Strategy

This is an “Interactive Workshop”

Your Business

N

W

S

E

You Have 86,000 Seconds in a Day

How will you spend them?

Take Responsibility

Problems

Opportunity

Seekers

Failure Magnets

✓ Proactive

✓ Responsible

✓ Ownership

✓ Visionary

✓ Excellence

✗ Blame

✗ Excuses

✗ Negativity

✗ Denial

✗ Scarcity

Historical Business Observation Consistent vs. Inconsistent

Pro-active vs. Reactive

• Buildup and Breakthrough

TIME

ACHIEVEMENT

3 Eyes of an Entrepreneur

• From Michael Gerber “ The E-Myth

Revisited”

• Learn this concept!

Why Measure?

THE MEASUREMENT MANTRA

“It is impossible to manage what

you can’t measure”

Develop Key Success Measures

What to Measure?

Inputs, Outputs, Parts of Processes….

.

Technician

Focus: Here and Now

Control: None / External

Question: What needs to be done?

Manager

Focus: Past

Control: ? / External

Question: What happened? How fix it?

Problems

Entrepreneur

Focus: Future – Opportunity - Vision

Control: Yes / Internal

Question: How must the business work?

Vision!

Exercise

• What are my top 3 critical Constraints

in my Business?

1

2

3

MEASURE THE RIGHT THINGS,

NOT EVERYTHING

THE MEASUREMENT MANTRA COROLLARY

“You can’t improve if you are measuring the wrong thing.”

Based on my Critical Constraints, what should I

be measuring?

START WITH YOUR MISSION AND

VALUES

• Quality

• Responsiveness

• Accuracy

• Profitability

• Growth

• Customer Convenience

GOALS AND OBJECTIVES

• S

• M

• A

• R

• T

GOALS AND OBJECTIVES

• Specific

• M

• A

• R

• T

GOALS AND OBJECTIVES

• Specific

• Measurable

• A

• R

• T

GOALS AND OBJECTIVES

• Specific

• Measurable

• Aligned with your values

• R

• T

GOALS AND OBJECTIVES

• Specific

• Measurable

• Aligned with your values

• Realistic

• T

GOALS AND OBJECTIVES

• Specific

• Measurable

• Aligned with your values

• Realistic

• Timely

TEST AND MEASURE

• Assess effectiveness of current practices

• Evaluate new processes and new tactics

• Marketing

• Internal processes

Marketing Test and Measure

Acquisition Cost Lifetime Value

COMPARING MARKETING

RESULTS

LEAD MARKETING

STRATEGY

# OF LEADS

Generated $ COST $ COST/LEAD

Referrals

Direct Mail

Yellow Pages -

Newspapers

SEO Services

Periodicals /

Magazines

THE CUSTOMER FORMULA

• Marketing Leads

• X Effectiveness / Conversion Rate =

• Number of Customers

• X Customer $$ Order Value

• Gross Revenue

OBJECTIVE:

RESPOND TO SERVICE CALLS WITHIN 4

HOURS

2007 JAN FEB MAR APR MAY JUN JUL AUG YTD

TOTAL # OF CALLS 72 92 98 81 78 94 59 67 641

# CALLS RESPONDED TO WITHIN 4

HRS. 69 90 91 77 76 93 59 66 621

# CALLS NOT RESPONDED TO

WITHIN 4 HRS. 3 2 7 4 2 1 0 1 20

% OF CALLS RESPONDED TO WITHIN

4 HRS.

95.8

%

97.8

%

92.9

%

95.1

%

97.4

%

98.9

%

100.0

%

98.5

%

96.9

%

STANDARD 96%

This indicator measures the responsiveness of the service department in handling

customer service calls.

SAMPLE CHART

EXAMPLE OF RESPONSIVENESS

Important Constituencies• You

• Review metrics monthly / Ask questions about results

• Employees

• Responsible for results

• Use charts in workplace

• Utilize performance standards and results when assessing employee performance

• Customers

• Link customer needs with performance standards

• Use standards in marketing –Domino Pizza -30 min. delivery

• Suppliers

• Communicate your standards

• Obtain commitment from suppliers consistent with your standards-include in contracts

THE MEASURMENT PROCESS

1 Determine what to measure

What process or part of process?

Why?

2 Collect the Data

Who will collect?

How will the data be collected?

3 Record the results

Who will record the results?

What kind of chart will be used?

4 Review the results

Who needs to be aware of the results?

How will the information be communicated?

5 Take Action

Who should be responsible

for taking action?

SUMMARY

• Remember the 3 Eyes

• Key Success Measures

• Start with your mission

• State your goals and objectives

• Find Your Key Economic Indicator

• Test and Measure

• Measure key performance areas

• Involve your customers, employees,

and suppliers.

Take-Aways

What were your top 3 take-a-ways today?

1._______________________________

2._______________________________

3._______________________________

How will you apply them?

Call to action

• Our Value Proposition: Increasing your

sales Up To 30% without you having to

work more than 40 hours a week

• I’m available for a ½ hour phone call.

You and me , 1 on 1

Our 100% Guarantee

Your Value, Today

• Discuss your Takeaway Lessons

Privately, one on one

• Free ½ Hour with a Coach

• I’m limited to 2 openings / day, or by

advance request.

Dave Rotella

• Focalpoint Business & Sales Coaching of Texas

• 281-610-6775 mobile

• 281-674-3020 office

• drotella@focalpointcoaching.com

• www.davidrotella.focalpointcoaching.com