FOR ALLOWING ME TO SPEAK AT YOUR CONFERENCE FOR THE THIRD TIME! JAMES LARSEN

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FOR ALLOWING ME TO SPEAK AT

YOUR CONFERENCE FOR THE THIRD

TIME!

JAMES LARSEN

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BY: JAMES B. LARSEN

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THE PROFITMOVERS™ GUIDE TO BUSINESS

SUCCESS

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“INCREASE REVENUES”

COOK

THE

BOOKS

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6 MONTHS GREAT

SO WHAT ARE YOU GOING TO DO ABOUT IT?

6 MONTHS BAD

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WHY HAVE WE FAILED IN ACHIEVING OUR GOALS?

WE WERE ALLOWED TO FAIL. NO NEGATIVE CONSEQUENCES. ONLY POSITIVE CONSEQUENCES.INDIVIDUALLY WE WERE INTERESTED BUT NOT DEDICATED.SOME OF US WERE ALLOWED TO OPERATE IN OUR COMFORT ZONE.WE PROCESSED A PARADIGM TO FAIL.NOT FOCUSED. WE HAD OUR TARGETS BUT DID NOT FOCUS ON ACHIEVING THEM.WE WERE NOT HELD ACCOUNTABLE FOR ACHIEVING OUR GOALS.WE DID NOT POSSESS THE INTERNAL FORTITUDE. INDIVIDUALLY WE WERE NOT PERSISTENT AND CONSISTENT.

(READ THIS PERIODICALLY, AT LEAST MONTHLY AND ADJUST YOUR THINKING ACCORDINGLY)

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WHY HAVE WE FAILED IN ACHIEVING OUR GOALS?

THERE WAS NO FEELING OF URGENCY.WE SHOULD START “FIRED UP” AND BE DEFUSED BY THE FIRST ONE-THIRD LOSSES.OUR COMMUNICATIONS WERE NOT SUFFICIENT.OUR TEAMWORK WAS WEAK.OUR “COUNTER MANAGEMENT” WAS INSUFFIENT AND THEREFORE COSTLY.NATIONAL ACCOUNT SALES WERE UNDEVELOPED.AN ABSENCE OF FORMAL PROCESSES.NOT COMMITTED TO CHANGING OUR BUSINESS MIX.

(READ THIS PERIODICALLY, AT LEAST MONTHLY AND ADJUST YOUR THINKING ACCORDINGLY)

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SALES ANALYSIS SCORING

0-33 POINTS - YOU FLUNKED THE TEST

34-66 POINTS - YOUR SALES TEAM IS MEDIOCRE AT BEST

66-102 POINTS – WHEN YOUR SALES TEAM FALLS IN THIS RANGE YOU ARE SUCCESSFUL IN INCREASING SALES

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HOW CAN I INCREASE SALES?

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WHO DO I KNOW?

WHO DO I KNOW FROM MY OLD JOB?

WHO DO I KNOW CONNECTED WITH A SCHOOL I

ATTENDED?

WHO DO I KNOW BECAUSE OF A CERTAIN HOBBY?

WHO DO I KNOW BECAUSE OF MY CONTACTS

THROUGH PUBLIC OR CHARITABLE INTERESTS?

WHO DO I KNOW BECAUSE I OWN MY HOME OR RENT?

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WHO DO I KNOW?

WHO DO I KNOW BECAUSE I LIVE OR HAVE LIVED IN A

CERTAIN NEIGHBORHOOD?

WHO DO I KNOW BECAUSE I DRIVE A CAR?

WHO DO I KNOW BECAUSE OF MY EXPENDITURES?

WHO DO I KNOW BECAUSE OF MY CHILDREN?

WHO DO I KNOW BECAUSE OF MY CHURCH

ACTIVITIES?

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WHO DO I KNOW?

WHO DO I KNOW BECAUSE OF MY

WIFE’S ACTIVITIES?

WHO DO I KNOW BECAUSE OF MY

CLUB ASSOCIATIONS?

ASK WHO YOU KNOW

WHO’S MOVING

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TO BE A PROFITMOVER™ WE MUST HAVE A SALES

PLAN WITH GOALS THAT

EMPHASIZE

ADDED VALUE SELLING SO WE CAN PRICE OUR

SERVICES AT A PROFIT

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GOALS

THE PURPOSE OF GOALS IS TO FOCUS OUR ATTENTION. THE MIND WILL NOT REACH TOWARD ACHIEVING GOALS UNTIL IT HAS CLEAR OBJECTIVES.

THE MAGIC BEGINS WHEN WE SET GOALS. IT IS THEN THAT THE SWITCH IS TURNED ON, THE CURRENT BEGINS TO FLOW, AND THE POWER TO ACCOMPLISH BECOMES A REALITY.

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DO YOU HAVE REALISTIC SALES GOALS?

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TO SELL FOR A PROFIT SALESPEOPLE MUST

BE RESPONSIBLE FOR PROFITUNDERSTAND THEIR COST OF SALESWORK AT SELLING OTHER KINDS OF SERVICESDEVELOP A SALES PLAN WITH GOALS THAT ARE MEASURABLEUNDERSTAND THE PRICE/COST EQUATIONLEARN TO SELL ADDED VALUEBE PERSISTENT AND CONSISTENT

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EXCELLENCE IN GOAL SETTING

YOUR GOALS MUST BE BELIEVABLEYOUR GOALS MUST BE CLEARLY DEFINEDYOUR GOALS MUST BE ARDENTLY DESIREDYOUR GOALS MUST BE VIVIDLY IMAGINEDYOUR GOALS MUST BE IN WRITING

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Salesperson: George Smith Co: Awesome Movers

Year: 2005

% Per Month Revenue by Month Revenue Goals YTD

January 7.2 $20,160

February 5.0 14,000 $34,160

March 5.5 15,400 49,560

April 6.4 17.920 67,480

May 10.7 29,960 97,440

June 15.1 42.280 139,720

July 11.0 30,800 170,520

August 13.2 36,960 207,480

September 7.5 21,000 228,480

October 7.0 19,600 248,080

November 6.2 17,360 265,440

December 5.2 14,560 280,000

100.0% $280,000 $280,000

MONTHLY TERRITORY GOAL SHEET

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SalesCost of SalesClosing RatioDiscount %Average Order ValueAverage No. of Phone Calls Per DayAverage No. of Direct Calls Per DayPercentage of Self Generated Leads

SALES STANDARDS AND GOALS

$280,00016.3%

50%60%

$1,00042

50%

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WHO SETS PRICE IN OUR INDUSTRY?

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--DR. W. EDWARDS DEMING

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HOW TO SELL VALUE

STEP 1 FEATURE = A MERIT OR GOOD CHARACTERISTICS

STEP 2 BENEFIT = WHAT’S IN IT FOR ME?

STEP 3 PROOF = WHO SAID SO?

STEP 4 AGREEMENT = IS THAT IMPORTANT?

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PRICE OBJECTION

COMPETITION?

PERCEIVED VALUE?

YOU?

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SELF 1._________________________________

2._________________________________

AGENCY 1._________________________________

2._________________________________

VAN LINE 1.__________________________________

2.__________________________________

SELLING ADDED VALUE

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WE ARE A GREAT COMPANY, AN INCREDIBLY EXCITING PLACE TO BE; WE ARE HERE TO MAKE PROFIT; WE HAVE

SO MUCH MORE YET TO ACCOMPLISH, SO MUCH UNCAPTURED OPPORTUNITY; EVERY OUNCE, EVERY FIBER, EVERY DOLLAR, EVERY MINUTE OF OUR TIME AND EFFORT WILL FOCUS ON REALIZING OUR POTENTIAL AND MAKING A

PROFIT.

WE WILL RUTHLESSLY PURSUE ANYTHING THAT CONTRIBUTES TO THAT END.

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MANAGEMENT MUST

EDUCATE SALESPEOPLE ABOUT COST AND THEIR RELATIONSHIP TO PRICEGET SALESPEOPLE TO UNDERSTAND THEY ARE RESPONSIBLE FOR PROFITTRAIN SALESPEOPLE TO SELL A DIFFERENT MIX OF BUSINESSMAKE SALESPEOPLE BE ACCOUNTABLE FOR THEIR SALES PLANEDUCATE AND TRAIN SALESPEOPLE TO SELL ADDED VALUE.BE PERSISTENT AND CONSISTENT

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DO YOU KNOW YOUR COSTS?

SALES COSTSOVERHEAD COSTSLABOR COSTSMATERIAL COSTSVEHICLE COSTSCLAIMS COSTSWAREHOUSE COSTS

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WHY COST OF SALES?

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COST OF SALES ANALYSIS

Salesperson: George Smith Company: Awesome Movers Year: 2005

Projected Actual Sales (Annually) $280,000

MONTHLY AVERAGE 23,333

ACCEPTABLE COST OF SALES (20%) 46,600

1. Commission or Salary 35,000

2. FICA 2,592

3. FUT 207

4. SUT 425

5. Workman’s Compensation 416

6. Blue Cross 1,620

7. Sales Expense 500

8. Life Insurance 240

9. Pension 1,000

10. Car 3,600

11. Other

TOTAL $45,600

EXPENSES (ITEMS 2-10) $10,600 (3.8%)

COMMISSION (ITEM 1) $35,000 (12.5%)

TOTAL (COST OF SALES OF ALL ITEMS 1-11) $45,600 (16.3%)

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WHAT ARE YOUR FIXED COSTS?

ESTABISH ANNUALLY, A METHOD OF ACCUMULATING OVERHEAD COSTS

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JACK WELCH

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DO YOU KNOW YOUR LABOR COSTS?

LABOR IS ONE OF THE BIGGEST COST AREAS IN MOST COMPANIES. THIS REQUIRES MANAGEMENT TO NOT ONLY UNDERSTAND THE TOTAL LOADED COST OF AN EMPLOYEE AT A CERTAIN POSITION, BUT ALSO UNDERSTAND WHAT THE PRODUCTIVITY SHOULD BE.

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LABOR COST

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DO YOU KNOW YOUR MATERIALS COST?

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MATERIALS COST

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DO YOU UNDERSTAND YOUR EQUIPMENT COST?

UNDERSTANDING AND CONTROLLING EQUIPMENT CAN HELP IMPROVE PROFITABLILITY

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EQUIPMENT COSTS

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DO YOU UNDERSTAND YOUR CLAIMS COST?

NEED A SYSTEM THAT TELLS YOU WHO OR WHAT IS CAUSING CLAIMSNEED A TRAINING PROGRAMNEED AN AWARENESS

(WE DON’T LIKE IT SO WE DON’T DEAL WITH IT!)

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CLAIMS COSTS

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DO YOU UNDERSTAND YOUR WAREHOUSE COSTS?

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WAREHOUSE SPACE ANALYSIS

SEE HANDOUT #3

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REVENUE/SQUARE FOOT ANALYSIS

YOUR MONTHLY REVENUE IS $50,000 AND YOUR SQUARE FOOTAGE IS 60,000 –YOUR REVENUE PER SQUARE FOOT IS______

PERCENTAGE OF FULL VAULTS TO EMPTY VAULTS - YOU HAVE 500 FULL VAULTS AND YOUR TOTAL VAULT COUNT IS 1,000 THE PERCENTAGE OF FULL VAULTS IS_________

PERCENTAGE OF HOURS PAID TO REVENUE BILLED FOR WAREHOUSE HANDLING. YOU PAID A LABOR COST OF $5,000 FOR WAREHOUSE HANDLING AND YOU BILLED $6,000 FOR WAREHOUSE HANDLING.YOUR PERCENTAGE OF REVENUE BILLED FOR LABOR COST IS______

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WAREHOUSING & INVENTORY CONTROL

DEVELOP AND USE A SYSTEM (HOPEFULLY COMPUTER ASSISTED)

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TO BE A PROFITMOVER™

PRODUCTIVITY MUST BE MEASURED!

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STANDARDS OR BENCHMARKS

HAVE YOU ESTABLISHED STANDARDS OR BENCHMARKS FOR EVERYONE IN YOUR COMPANY?

WHY IS IT IMPORTANT?

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INDUSTRIAL PRODUCTIVITY STANDARDS

PACKING

LOADING

UNLOADING

DENSITY

7 UNITS PER MAN HOUR

500# PER MAN HOUR

750# PER MAN HOUR

7# PER CUBIC FOOT

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DO YOU HAVE COUNTER MANAGEMENT IN PLACE?

SET STANDARDS!

USE COUNTER MANAGEMENT!

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COUNTER MANAGEMENT

Date_____ Shipper ____ # ____Driver________ Helper _____

Goal Actual

Number hours

Number of units packed per hour 7 Units

Number of pounds loaded per hour 1000#

Number of pounds unloaded per hour

1500#

Time start 8:00 am

Time end 5:00 pm

Time total 9:00 less 1 hr. lunch

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COUNTER MANAGEMENTANALYSIS

SEE HANDOUT #4

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COUNTER MANAGEMENT ANALYSIS

TWO PACKERS PACKED 100 UNITS IN 8 HOURS – HOW MANY UNITS DID THEY PACK PER HOUR? ANSWER________.

TWO MOVERS LOADED 10,000# IN 8 HOURS – HOW MANY POUNDS WERE LOADED BY THESE TWO MOVERS PER HOUR? ANSWER_______.

THREE MOVERS UNLOADED 20,000# IN 8 HOURS – HOW MANY POUNDS WERE UNLOADED BY THESE THREE MOVERS PER HOUR?

ANSWER________.

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HOW FAST ARE YOU DISPATCHING YOUR CREW IN THE MORNING?

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HOW FAST ARE YOU INVOICING YOUR CUSTOMERS?

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IF YOU DON’T INVOICE FAST…

YOU WILL NOT BE A PROFITMOVER™

BILL

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DO YOU KNOW WHAT YOURBREAK-EVEN IS?

ALL PROFITMOVERS™ KNOW THEIR BREAK-

EVEN, SO THEY KNOW

WHEN THEY WILL BE

MAKING A PROFIT

ROAD TO

SUCCESS $$$

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DO YOU HAVE ORDER CONTROL?

A PROFITMOVER™ ACCOUNTS FOR EVERY ORDER!

BILL YOUR CUSTOMERS FASTER.ACCOUNT FOR REVENUE IN THE PROPER PERIOD.SPEED UP THE CASH FLOW.FIND MISSING PAPERWORK.BILL MORE ACCURATELY.STOP BATCH BILLING.CAUSE DISPATCH/OPERATIONS TO OPERATE MORE SMOOTHLY.

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DO YOU HAVE A MONTHLY REVIEWAND ANALYSIS REPORT

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MONTHLY REVIEW AND ANALYSIS REPORT

GOAL ACTUAL

FINANCIALS COMPLETED BY 15th

DRIVERS PAYMENTS COMPLETED BY 10th

SALESPERSONS PAYMENTS COMPLETED BY

10th

CASH REPORT COMPLETED BY 15th

COLLECTIONS D.S.O. 30 DAYS

OVERDUE ACCOUNT LIST 10%

ACCOUNTING REVIEW

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HOW IS YOUR CASH FLOW?

PROFITMOVERS™ UNDERSTAND AND CONTROL CASH FLOW!

FAILURE TO DO SO COULD LEAD YOUR COMPANY TO FAIL, EVEN THOUGH YOU ARE SHOWING A PROFIT!

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WHAT IS CASH FLOW?

THE MOVEMENT OF CASH INTO AND OUT OF A BUSINESS. IT HAS TO DO WITH TIMING OF CASH TRANSACTIONS AND THE USE OF CASH AS AN ASSET. IT IS A PROCESS, THE WAY A COMPANY GENERATES AND USES ITS CASH.

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FINANCIAL CAUSE AND EFFECT

HIGH CARRYING COSTSLOW OPERATING PROFIT MARGINPOOR EXPENSE CONTROLHIGH INTERESTLOW OPERATING REVENUE

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FINANCIAL CAUSE & EFFECT DIAGRAM

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WHAT DOES “THE BEST” MEAN?

“THE BEST” MEANS THREE THINGS:

1. WE WILL NEVER SETTLE FOR THE STATUS QUO. WE WILL ALWAYS DRIVE AS HARD AS HUMANLY POSSIBLE, IN AS MANY SIMULTANEOUS DIRECTIONS AS NECESSARY, AND AS FAR AS NECESSARY, AS LONG AS WE CAN IDENTIFY THINGS TO ACHIEVE THAT WE HAVE NOT YET ACHIEVED.

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WHAT DOES “THE BEST” MEAN?

“THE BEST” MEANS THREE THINGS:

2. OUR ORGANIZATION WILL BE A MERITOCRACY. THAT MEANS REWARDS – FINANCIAL, CAREER ADVANCEMENT, AND PSYCHIC – WILL BE ALLOCATED BASED ON PERFORMANCE, NOT SENIORITY, LIABILITY, OR ANYTHING ELSE.

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WHAT DOES “THE BEST” MEAN?

“THE BEST” MEANS THREE THINGS:

3. WE’RE HERE TO MAKE A PROFIT. IN FACT, WE’RE HERE TO MAKE AS MUCH PROFIT AS WE POSSIBLY CAN. PROFIT IS THE MOST ACCURATE, MOST ALL-ENCOMPASSING MEASURE OF WHETHER WE TRULY ARE THE BEST.

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WHAT DOES “THE BEST” MEAN?

PROFITS MEASURE HOW MUCH OUR CUSTOMERS VALUE THE PRODUCTS AND SERVICES WE DELIVER AND HOW EFFICIENTLY WE CAN ORGANIZE AND OPERATE TO DELIVER THAT VALUE TO OUR CUSTOMERS.

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WHAT DOES “THE BEST” MEAN?

PROFITS BENEFIT ALL OF US – PROFITS PROVIDE CASH FOR SHAREHOLDERS, FOR MANAGERS’ AND EMPLOYEES’ COMPENSATION, AND FOR INVESTMENT THAT CREATES GROWTH, THAT IN TURN CREATES REWARDING CAREER PATH OPPORTUNITIES. WHEN THE PROFITS SLOW DOWN, WE ALL SUFFER.

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PROFIT IS THE RESULT CAUSED BY MANY POSITIVE

ACTIONS

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NEVER APOLOGIZE FOR FOCUSING ON PROFITS

NEVER APOLOGIZE FOR MAXIMIZING PROFITS – THERE’S NOTHING TO APOLOGIZE FOR.

IF YOU’RE UNAPOLOGETICALLY EXCITED ABOUT PROFITS, YOU’LL MAKE MORE MONEY.

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THE PROFIT EQUATION

WE SUCCEED ONLY IF WE MAKE A PROFIT!

WE MUST HAVE A GOAL THAT SAYS, “WE ARE HERE TO MAKE AS MUCH PROFIT AS WE CAN.”

YOU MUST BELIEVE THIS, IF YOU WANT TO MAKE AN OUTSTANDING PROFIT!!

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DO YOU UNDERSTAND THE BIG EQUATION

FOR RUNNING YOURCOMPANY PROFITABLY?

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SALES (REVENUE) -

100%

DIRECT COST =

60%

GROSS MARGIN -

40%

INDIRECT COST(OVERHEAD) =

30%

PROFIT 10%

THE PROFIT EQUATION

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THE PROFIT EQUATION

5,000,000 REVENUE $6,000,000

65% (3,250,000) DIRECT COST (3,600,000) 60%

35% 1,750,000 GROSS MARGIN

2,400,000 40%

10% (500,000) COST OF SALES

(600,000) 10%

25% (1,250,000) OVERHEAD (1,260,000) 21%

0 PROFIT $540,000 9%

UNDERSTAND YOUR FINANCIAL RATIOS!

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PROFITS

IF YOU WANT STRONG CONSISTENT PROFITS, CONSIDERATION MUST BE GIVEN TO CERTAIN BUSINESS FACTORS.

BUSINESS MIXPRODUCTIVITYCAPACITYQUALITYFINANCIAL ANALYSISMANAGEMENTCOSTS

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BE A PROFITMOVER™ LET’S REVIEW

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WE SUCCEED ONLY IF WE MAKE A PROFIT!

WE MUST HAVE A GOAL THAT SAYS, “WE ARE HERE TO MAKE AS MUCH PROFIT AS WE CAN.”

YOU MUST BELIEVE THIS, IF YOU WANT TO MAKE AN OUTSTANDING PROFIT!!

BE A PROFITMOVER™

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BE A PROFITMOVER™ LET’S REVIEW

UNDERSTAND YOUR COSTSALES COSTOVERHEAD COSTLABOR COSTMATERIAL COSTVEHICLE COSTCLAIMS COST

WAREHOUSE COSTESTABLISH STANDARDSCOUNTER MANAGEMENT

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BE A PROFITMOVER™ LET’S REVIEW

INVOICE IN 24 HOURSUSE THE PROFIT EQUATIONUSE A BREAK-EVENDEVELOP ORDER CONTROLDEVELOP A BUSINESS PLANUNDERSTAND AND CONTROL CASH FLOWBE A GATEKEEPER

Bus.

Plan

24 hrs.

Break-

even

$$

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BE A PROFITMOVER™ LET’S REVIEW

DEVELOP AND USE A FINANCIAL REVIEW AND ANALYSIS REPORTHAVE A SALES PLAN

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YOUR OWN COMMITMENT TO PROFITS

DOUBLING YOUR PROFITS (OR MORE) REQUIRES EMPLOYEES WHO ARE FOCUSED, CONSISTENT, TOUGH, AND FAIR, AND WHO ARE WILLING TO STRETCH THEMSELVES TO BE DIFFERENT, BETTER AND BEST!

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BE A PROFITMOVER™

HANDOUT #5

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SALES & MARKETING

1. GET SALESPEOPLE TO SELF-GENERATE 50% OF THEIR OWN LEADS.

2. GET SALESPEOPLE TO A CLOSING RATIO OF 50% OR BETTER.

3. TRAIN SALESPEOPLE TO SELL ADDED VALUE PRODUCTS AND SERVICES.

4. TRAIN SALESPEOPLE TO UNDERSTAND THE IMPORTANCE OF GROSS MARGINS.

5. REVIEW GROSS MARGINS BY JOB EACH WEEK WITH INDIVIDUAL SALESPEOPLE.

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DISPATCH

1. REVIEW PREVIOUS DISPATCH THE MORNING AFTER SERVICE IS RENDERED FOR HOURS AND USE OF CAPACITIES.

2. USE COUNTER MANAGEMENT ON EVERY ORDER MAKING SURE YOUR DISPATCHER IS QUESTIONING THE RESULTS ON EACH ORDER.

3. REQUIRE A 15 MINUTE DISPATCH.4. MAKE SURE ALL WORKERS ARE FILLING OUT

AND GETTING YOUR ASSESSORIAL FORM SIGNED.

5. MAKE SURE THERE IS A NUMERIC JOB TICKET ON ANY WORK BEING PERFORMED.

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DISPATCH

6. DEMAND ACCOUNTABILITY FOR EVERY WORK ORDER IN THE MONTH. STRIVE FOR TOTAL ORDER CONTROL.

7. CONTROL PACKING MATERIALS. CHECK OUT AND CHECK IN.

8. CONTROL HANDLING EQUIPMENT. CHECK OUT AND CHECK IN.

9. COMPLETE ALL TIME CARDS BY 12:00 NOON THE FOLLOWING DAY OF SERVICE AND SEND TO ACCOUNTING.

10. COMPLETE ALL PAPERWORK AND SEND TO ACCOUNTING BY 12:00 NOON THE FOLLOWING DAY OF SERVICE.

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ACCOUNTING & ADMINISTRATION

1. INVOICE ALL JOBS WITHIN 24 HOURS OF SERVICE.2. WORK DAILY AT COLLECTING RECEIVABLES SO

YOU HAVE A D.S.O. (DAY SALES OUTSTANDING) OF 30 DAYS AND NO MORE THAN 10% OF YOUR RECEIVABLES OVER 60 DAYS.

3. BE A GATEKEEPER. WORK AT CONTROLLING COSTS BY REQUIRING PURCHASE ORDER CONTROL.

4. COMPLETE FINANCIAL INFORMATION BY THE 15TH OF EACH MONTH.

5. REVIEW ALL FINANCIAL INFORMATION AND UPDATE MANAGEMENT OF STRENGTHS AND WEAKNESSES.

6. DEVELOP AND UPDATE THE SEVEN COST AREAS.

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MANAGEMENT

1. VISIT DISPATCH A MINIMUM OF TWICE A WEEK – WALK THE TALK!

2. VISIT WAREHOUSE AREA A MINIMUM OF TWICE A WEEK – WALK THE TALK!

3. CHECK TO SEE IF COUNTER MANAGEMENT IS BEING USED.

4. REVIEW THE REVENUES EACH DAY.5. MEET INDIVIDUALLY ONCE A MONTH WITH EVERY

SALESPERSON.6. HOLD SALES MEETINGS ONCE A MONTH.7. CHECK TO SEE THAT GROSS MARGINS ON

SALESPERSONS ORDERS ARE MEETING YOUR GOALS.

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MANAGEMENT

8. CHECK TO SEE THAT SALESPEOPLE ARE SELLING ADDED VALUE.

9. ANALYZE ACCOUNTS RECEIVABLE AGING TWICE A MONTH.

10. LOOK AT CASH POSITION DATA DAILY.11. WORK AT CHANGING YOUR BUSINESS MIX BY

HAVING BUSINESS MIX MEETINGS.12. REVIEW FINANCIALS EACH MONTH WITH

CONTROLLER AND MANAGERS.13. CHECK FOR ORDER CONTROL – CONSTANTLY.

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SEE HANDOUT #6

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EMPLOYEE ANALYSIS

IN YOUR OPINION….WHAT IS THE MOST IMPORTANT THING WE NEED TO DO TO INCREASE REVENUE?

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EMPLOYEE ANALYSIS

IN YOUR OPINION….WHAT IS THE MOST IMPORTANT THING WE NEED TO DO TO INCREASE SALES MARGINS?

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EMPLOYEE ANALYSIS

IN YOUR OPINION….WHAT IS THE MOST IMPORTANT THING WE NEED TO DO TO IMPROVE SERVICE?

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EMPLOYEE ANALYSIS

IN YOUR OPINION….WHAT IS THE MOST IMPORTANT THING WE NEED TO DO TO IMPROVE PROFITABILITY?

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EMPLOYEE ANALYSIS

IN YOUR OPINION….WHAT IS THE MOST IMPORTANT THING WE NEED TO DO TO DECREASE COSTS?

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EMPLOYEE ANALYSIS

IN YOUR OPINION….WHAT IS THE MOST IMPORTANT THING WE NEED TO DO TO IMPROVE EMPLOYEE/MANAGEMENT RELATIONSHIPS?

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ASK THIS QUESTION OF YOURSELF

WHY DON’T I DO WHAT I KNOW I SHOULD DO?

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ASK THIS QUESTION OF YOURSELF

ASK SERIOUSLY, BECAUSE THE ANSWER

CONTROLS YOUR FUTURE. UNTIL YOU

START DOING WHAT YOU KNOW YOU

SHOULD BE DOING, YOU’RE LIVING A LAW

AGAINST SUCCESS THAT YOU’VE IMPOSED

ON YOURSELF.

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IT’S JUST COMMON SENSE

“THE THINGS YOU SAID WERE REALLY JUST SIMPLE COMMON SENSE”

BUT

“REMEMBER, THE MOST COMMON THING ABOUT COMMON SENSE IS HOW

UNCOMMON IT IS!”

BY: JASON JENNING

“THINK BIG ACT SMALL”

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A COMMON THREAD

“WE THINK BIG BUT WE ACT SMALL.

WHEN COMPANIES START ACTING BIG, THEY GET IN TROUBLE”

BY: JASON JENNING

“THINK BIG ACT SMALL”