orking with COGIC members, Produce/sell Learn Korean Now product!

Cash Flow Is Everything

Look at our cash !ow and le"els o# pro$tabilit #rom each product, ser"ice
and
area o# acti"it%
&re our pro$ts going up or down'
(p
&re the on budget or going sidewas'
Look at the percentages% &nal)e our return*on*e+uit, return*on*
in"estment,
and return*on*sales%
&re the increasing or decreasing'
I# our goal is to build a great compan, wh isn,t our compan already
great'
-ore capital re+uired #or .mpower network
/hich o# our products or ser"ices is selling well toda'
- sales skills and .mpower Network
/hich o# our products and ser"ices are the most pro$table'
- sales skills and .mpower Network
/hich ones are doing poorl'
/hich ones do ou lose mone on'
0rinking too much alchohol
Is our current business situation, positi"e or negati"e, in an area'
-ore capital re+uired
1emporar or part o# a long*term trend'
Longterm
2ow can ou know #or sure'
&ction
2ow can ou $nd out'
3e4oin .mpower Network with 5I-/6ick 7tri)heus8Like 2obbs8Pro4ect &/OL
/hat should ou then do'
-ake 9:;,;;; $rst <; das
Clarity Is the Key
/h has our business been success#ul in the past'
- stud o# business
/hat ha"e ou done well in the past that has been responsible #or our
success to date'
- stud o# business, marketing and sales%
/hat are the most important skills and competencies that our compan
possesses toda'
- stud o# business, marketing and sales%
/hat are the "er best products and ser"ices that ou o=er right now'
- stud o# business, marketing and sales%
Look at the people around ou% /ho are our most "aluable people'
&>2 7hoppette and (ni"ersit o# -arland 5&2 mone
/ho are no longer as "aluable as be#ore'
/ho represents a net loss or detriment to our business'
5e prepared to ask and answer the brutal +uestions%
The Customer Is the King
/ho are our best customers toda'
Koreans, single males, and business opportunit seekers
/hat and where are our best markets'
&sia and the internet
/hat do our customers like the most about what ou do #or them'
-ake them happ
/hat do the compliment the most o# what ou o=er or do #or them'
-ake them happ, talk alot and "er smart in business and li#e
/hat is our number one area o# customer satis#action'
7ales and presentation
/hat do our customers like the least about what ou do'
/hen I?m angr or tired
/hat do the complain about the most'
Not ha"ing what the want a"ailable #or purchase
/hat is it that ou sell that our customers and potential customers pre#er to
bu somewhere else, rather than #rom ou'
Identify Your Personal Strengths
Look at oursel# honestl% /hat are our own personal best skills, +ualities
and abilities'
.nglish, 7tuding, strategic planning, marketing and sales
/hat are the most important things that ou do at work, and #or our
compan'
0ail #acilit impro"ement, strategic planning, marketing and sales
/hat are the most "aluable contributions ou make personall to our
business'
Increase sales, customer ser"ice, and customer retention
Start Where You Are:
:% /hat is working the "er best in our business toda'
7ales and marketing
/hat parts o# our business make ou the happiest'
-arketing
@% /hat,s not working in our business'
/aiting on capital
/hat causes ou the most aggra"ation and #rustration'
/aiting on capital
<% /hat are our most important products and markets'
-e Asales/marketing/english skillsB, .mpower Network in th (7/7outh
Korean markets
/hat accounts #or the largest portion o# our re"enues'
&>2 and .mpower Network
C% /ho are our most important people'
&>2 and .mpower Network
/ho are the people who account #or most o# our results'
&>2 and .mpower Network
D% /hat are our special talents and skills'
/hat is it ou do that accounts #or most o# our success'
E% /hat are the ma4or changes taking place in our market'
/hat changes should ou make to compensate #or them'
F% /hat are our most treasured assumptions about our people, customers,
markets,
products, ser"ices and oursel#'
/hat i# one o# them wasn,t true'
/hat would ou do then'
Imagine Starting ver
Gero*based thinking re+uires that ou appl this HscraperI mentalit to e"er
part
o# our business% Jou do this b asking this ke +uestionK
Is there anything that you are doing in your business that,
knowing what you now know, you wouldnt start up again today, if you
had it to do over?
Instead o# struggling to determine how ou might modi#, change, $L, re"ise,
impro"e or alter some business #unction, ou instead ask,
HI# I was not doing this toda, would I start it up again toda, knowing what I
now know?
1o start with, is there an product or ser"ice that ou would not bring to the
market, o=er or sell, i# ou had to do it o"er again, starting toda'
7ince M;N o# our products and ser"ices are probabl going to be obsolete
within the neLt D ears, there
ma be products and ser"ices ou are o=ering toda that, because o#
changed market
conditions, ou would not introduce again toda, i# ou had to do it o"er
again, knowing
what you now know% 1hese products or ser"ices are prime candidates #or
discontinuation
or di"estiture%
Is there an person in our business that ou would not hire, assign, appoint,
go
to work #or, or become associated with i# ou had to do it o"er again toda'
-ost o# our problems in business will come #rom attempting to work with or
around a diOcult person,
who knowing what ou now know, ou wouldn,t get in"ol"ed with again
toda%
/ho does this bring to mind'
Is there an supplier, banker or "endor that ou are dealing with toda that,
knowing what ou now know, ou wouldn,t get in"ol"ed with again toda, i#
ou had to
do it o"er'
Sin!e many of your "usiness relationshi#s will not wor$ out over
time% you
must "e #re#ared to !ontinually reevaluate them% es#e!ially if they
are !ausing you any
#ro"lems or frustrations&
Analy'e Your Customers
Is there an customer that ou are selling to or ser"icing toda that, knowing
what ou now know, ou wouldn,t take on again as a customer'
-an companies are asking this +uestion about their diOcult customers and
deciding to let them go%
7ometimes, one o# the smartest things ou can do is to H$re our customers%I
.ncourage
them to go and deal with someone else who would be more appropriate #or
them%
Assess Your (usiness #erations
Is there an expenditure in our business that ou would not authori)e again
i#
ou had it to do o"er'
Is there an process, procedure or acti"it that, knowing what ou
now know, ou wouldn,t start up again, or get into, i# ou were making the
decision
toda, knowing what ou now know'
Is there an ad"ertising, marketing or selling methodolog or eLpense that
knowing what ou now know, ou wouldn,t start up again toda, i# ou had to
do it
o"er'
Keep asking, H/hat,s working'I
and H/hat,s not working'I
Pay Attention To The Indi!ators
Jou can alwas tell when ou are in a )ero*based
thinking situation because it
causes ou continuous stress, aggra"ation,
#rustration, negati"it and unhappiness% Jou
think about it continuall% O#ten ou bring it home at
night and discuss it at the #amil
dinner table% 7ometimes it will e"en keep ou awake
at night%
/hene"er something is not working, or not working
out the wa ou eLpected,
or causing ou stress, $nancial losses, aggra"ation,
or irritation, ask,
Knowing what I now know, would I get into this
again today if I had to do it over?
I# the answer is HNo!I then our neLt +uestion is
How do I get out and how fast?
The )e!ision Is Inevita"le
2ere,s an important point% I# something is not working, e"entuall ou will
ha"e to
get out o# it% Jou will ha"e to let the person go, discontinue the product or
ser"ice,
eliminate the acti"it or eLpense, or change the method o# operation% It is
onl a matter o#
time% It is not going to get better all b itsel#% &nd e"er single eLecuti"e who
$nall
decides to get out o# an unhapp situation sas a#terwards, HI should ha"e
done this a
long time ago!I
A##ly This A##roa!h Continually
Pra!ti!e 'ero*"ased thin$ing as a +go forward, method for the rest
of your
"usiness !areer& A##ly it to everything you do% to every #art of your
"usiness% every single
day& A##ly it to every #rodu!t% servi!e% #ro!ess% #ro!edure and
#erson and "e sure that%
$nowing what you now $now% you would get into it again
today if you had to do it over &
If not% get out% and as fast as you !an&
)raw A -ine .nder the Past:
:% Imagine starting o"er again in e"er part o# our businessP is there
anthing ou
are doing that, knowing what ou now know, ou wouldn,t start up again
toda'
@% Is there an person in our business li#e who, knowing what ou now know,
ou
wouldn,t hire, assign, promote or otherwise get in"ol"ed with again toda,
knowing what
ou now know'
<% Is there an product or ser"ice that, knowing what ou now know, ou
wouldn,t
bring to the market again toda'
C% Is there an in"estment that ou ha"e made that, knowing what ou now
know,
ou wouldn,t make again toda'
D% Is there an business acti"it or process that ou are using that, knowing
what ou
now know, ou wouldn,t start up again toda'
E% Is there an customer or market that, knowing what ou now know, ou
wouldn,t
take on or get into again toda, i# ou had it to do o"er'
F% Is there an career decision that ou ha"e made that, knowing what ou
now
know, ou wouldn,t make the same wa i# ou had it to do o"er again toda'
Start With The (asi!s
1he starting point o# business analsis is #or ou to askK
H/hat business am I in'I
/hat business are ou reall in'
/hat business are ou reall, really in'I
I soon reali)ed I was in the Hgoal
a!hievement "usinessI A-e 1OO!
Q.3GB%
- business was helping people to
achie"e their personal and business
goals #aster b pro"iding them with
practical ideas
that the could use immediatel to get
better results%
1his insight led me #rom talks and
seminars into audio and "ideo
recording,
books, training programs and Internet
based e* learning on a "ariet o#
sub4ects, including the de"elopment
and presentation o# the 1urbostrateg
Process%
The Customer As Center#ie!e
H/ho is m customer'I
/ho is the person who bus #rom ou today' 0escribe our customer in
detail%
/hat is the age, income, education, position, attitude, location and interest o#
our ideal customer'
-an companies are not eLactl sure o# the answer to this +uestion% 1he
ha"e at best an
unclear picture o# the pschological and demographic characteristics o# their
customers%
/ho will our customer be tomorrow, i# current trends continue'
/ho should our customer be, i# ou want to be success#ul in the markets o#
tomorrow'
/ho could our customer be i# ou were to change, impro"e or upgrade our
product or ser"ice
o=erings'
)etermine What You Sell
Jour neLt +uestion isK H/h does m customer bu'I
/hat "alue, bene$t, result or di=erence does our customer seek or eLpect
to en4o as a result o# doing business
with ou'
O# all the "arious bene$ts that our products or ser"ices o=er our
customers,
what do our customers consider to be more important than anthing else'
0o ou know'
Jour abilit to de$ne and promote this uni+ue bene$t is the real ke to
competiti"e
ad"antage and market success% Jou neLt +uestion isK
H/hat do we do especiall well'I
/hat do ou do better than an o# our competitors'
/here are ou superior'
Customers onl bu #rom a particular compan because the #eel that, in
some wa, that compan o=ers something
that is superior to that o# an other o=ering%
/hat is our area o# eLcellence'
Rack /elch o# General .lectric was #amous #or saing, HI# ou don,t ha"e
competiti"e ad"antage, don,t compete%I 2is philosoph was that General
.lectric would
be number one or number two in e"er market segment in which the
competed, or the
would get out o# that market%
&re ou number one or number two in our market'
Can ou be'
/hat is our plan to achie"e this market position'
)e/ne Your Com#etitor
1he neLt +uestion, which we will deal with eLtensi"el in Chapter :;, isK
H/ho is our competition'I
Once ou ha"e identi$ed our competition, ou must ask,
H/h does our potential customer bu #rom our competition, rather than
#rom ou'I
/hat "alue or bene$t does he percei"e that he recei"es #rom someone else
that he does not #eel he
recei"es #rom ou'
2ow could ou o=set this perception'
Set Clear 0oals
In per#orming an eLamination o# our business, ou must ask continuall,
H/hat are m goals'I
/hat are ou tring to accomplish'
I# ou are clear about our goals, what is holding ou back #rom achie"ing
them'
Jou need clear, written, measurable, time*bounded goals #or e"er part o#
our
business and personal li#e% Jou need short*term, medium*term and long*term
goals% .ach
goal must be in writing, with plans #or its accomplishment% Jou can,t hit a
target that ou
can,t see% &nal)e e"erthing ou do in the course o# a da or a week%
/hat are the @;N o# our acti"ities that could account #or M;N or more o#
our results'
7ometimes, 4ust :;N o# our acti"ities, i# ou were to pursue them
aggressi"el, could account #or S;N o# our
results%
/hat might the be'
(e!ome A!tion*riented
/hat actions should ou take immediatel in response to the answers to
these
+uestions'
/hat is the "er $rst thing ou should do right now to increase our sales
and
impro"e our market position'
&nother good +uestion ou should ask oursel# isK
H/h am I in business at all'I
/h do ou eList'
/hat social purpose does our compan ser"e'
/hat loss would occur to societ i# ou ceased to do business altogether'
Imagine that ou had to go in #ront o# a go"ernment tribunal each ear to
4usti#
our continued eListence%
/hat would ou sa to the tribunal in terms o# how ou ser"e, help, or make
a
di=erence in the li"es or work o# our customers to 4usti# staing in
business'
1hese are ke +uestions that ou need to ask and answer #or our business
on a
regular basis% Jou should ask and answer these +uestions #or yourself, as
well% I# ou are
unclear or inaccurate in our answers to an o# them, the health o# our
enterprise could
be in 4eopard%
Condu!t A (asi! (usiness Analysis:
:% /hat are our goals #or our business'
/hat are ou tring to accomplish'
@% /ho is our ideal customer'
0escribe him or her accuratel%
<% /h does our customer bu #rom ou'
/hat special bene$ts or ad"antages do ou o=er that our competitors
don,t ha"e'
C% /hat business are ou reall in'
0escribe our business in terms o# what ou do #or our customer, what
results ou get%
D% /hat are the @;N o# our acti"ities that could account #or M;N o# our
results'
E% /hat is our competiti"e ad"antage, our Harea o# eLcellence'I
In what was are ou superior to S;N or more o# our competitors'
F% /hat speci$c, measurable actions should ou take immediatel in answer
to the abo"e +uestions'
Cha#ter Four 1 )e!ide E2a!tly What You Want
he world has the habit of making way for the man whose words and actions
show that
he knows where he is going! ANapoleon 2illB
1urbostrateg begins with our deciding eLactl what ou want to accomplish
in
the ke areas o# our business li#e% Once ou know our goals in each area,
ou can then
decide upon the best steps ou can take to get there%
The 0SPA 3odel
Jou can use the GO7P& -odel as a guide #or strategic planning% 1hese $"e
ke
thinking tools #orm the basis #or success#ul business operations%
(egin With The End In 3ind
1he $rst letter, HGI stands #or 0oals% 1hese are the ultimate results that ou
want
to achie"e% Jour goals are the end targets that ou aim at throughout our
business ear
or planning period% Jour goals are our sales, pro$ts, growth rate, market
share, or
percentage o# return on assets, e+uit, in"estment or sales% Goals are alwas
measurable%
/hat are ours'
Ste#s on the Stair!ase
1he second letter, HOI stands #or "4e!tives% 1hese are the steps ou will
ha"e to
take to achie"e our goals% 1he are like the rungs on the ladder to get to the
top%
Jour business ob4ecti"es can be speci$c rates o# return #rom ad"ertising,
le"els o# sales o#
certain products and ser"ices, number o# items shipped and billed, monies
collected and
cost le"els #or certain acti"ities% & lower de#ect rate or a higher sale amount
per customer
can be ob4ecti"es on the path to achie"ing the main corporate goals% /hat
are our
interim ob4ecti"es'
5ow to 0et There
1he letter H7I stands #or Strategies% 1hese are the di=erent approaches that
ou
can take to achie"e our ob4ecti"es and reach our goals% >or eLample,
achie"ing a
speci$c le"el o# pro$tabilit will re+uire producing and selling speci$c
+uantities o#
products or ser"ices to a speci$c market in a speci$c wa% 1here are man
di=erent was
to go about accomplishing these ob4ecti"es% 1he wa ou choose is our
strateg, and
ma determine the success or #ailure o# our enterprise%
0o ou produce, market, sell, deli"er oursel#, or do ou outsource some part
o#
the process' 0o ou sell direct, "ia retail, direct mail, catalog or Internet' 0o
ou charge
more, charge less, up*sell, cross*sell or discount' 0o ou enter certain
markets and
abandon others' /hat is our strateg' Is it working'
Planning For Su!!ess
1he letter HPI stands #or Plans% 1hese are our blueprints #or achie"ing our
goals% Jour plans are composed o# step*b*step lists o# eLactl what ou will
do, da b
da, to get #rom where"er ou are to where"er ou want to go% Plans are
alwas broken
down b se+uence and priorit%
7ome things ha"e to be done before others can be done% 7ome things are
more important
than others in achie"ing the goal or ob4ecti"e% /hen our plan is organi)ed b
se+uence
and priorit, ou can accomplish much more in less time%
5usiness li#e consists almost entirel o# pro4ects, one a#ter the other% & pro4ect
can
be de$ned as a multi"task #ob, a 4ob made up o# man small 4obs, each o#
which has to be
done properl to complete the larger task% Jour abilit to plan, organi)e and
complete
multi*task 4obs, e"er larger and more compleL, is the most important single
element o#
our success, in an $eld%
)evelo# a (ias for A!tion
1he last letter in the GO7P& process, H&I, stands #or A!tions% 1hese are the
speci$c tasks
that ou are going to complete to carr out the plans to implement the
strategies to
accomplish the ob#ectives to achie"e our goals%
."er important task must be clear, measurable and time bounded% It must
be assigned to
a speci$c person who is +uali$ed to per#orm the task correctl, on time and
on budget%
$hat gets measured gets done!
Fo!us on Pro/ta"ility
1he central purpose o# 1urbostrateg is to boost our cash !ow and pro$ts,
and
to increase our return on the mone in"ested in our business% 1he aim o#
strateg is to
generate a higher le"el o# cash !ow and pro$tabilit than ou would reali)e
without the
strateg, or with our pre"ious strateg% In short, it is to make more money
than ou are
making right now #rom the wa that ou are doing business toda%
1he essential resources o# people, mone and talent that ou need to
succeed in
our business are alwas limited% 1he must be #ocused and concentrated #or
maLimum
results% 1his is what a good strateg enables ou to do%
Four Ways to Im#rove Your (usiness
7etting strateg re+uires making hard decisions in #our areasK >irst, ou must
decide what ou are going to do more of%
/hat,s working'
/hat is selling well'
/hat products, ser"ices and acti"ities are the most pro$table'
7econd, ou must decide what ou are going to do less of%
/hat,s not working'
/hat contributes "er little to growth and pro$tabilit'
/hat should ou discontinue or eliminate based on the realities o# toda,s
market and toda,s customers'
/hat can ou do to reduce costs in areas where the contribute "er little to
results'
1hird, what are ou going to start doing that ou,re not doing toda'
/hat new products, ser"ices or acti"ities should ou introduce i# ou want to
increase our sales and
pro$tabilit, or impro"e and streamline our acti"ities'
>inall, what are ou going to stop doing altogether'
3emember, the critical resources o# time and mone are alwas scarce% 1he
onl wa ou can impro"e results is
b discontinuing certain acti"ities altogether% Jou can then channel those
resources into
areas where the ield higher le"els o# business results%
Clarity is the ke to strategic success% 1he more time ou take to be
absolutel
clear about who ou are, and what ou want to accomplish, the more
success#ul and
pro$table ou will be%
)e!ide E2a!tly What You Want:
:% /hat are our speci$c, measurable long*term goals #or sales and
pro$tabilit in
our business'
@% /hat are the speci$c ob#ectives o# sales, staOng, production, deli"er and
customer de"elopment that ou will ha"e to achie"e to accomplish our
goals'
<% /hat are the "arious was that ou can meet our ob4ecti"es and achie"e
our
goals'
/hat is the best strategy #or ou in toda,s market'
C% /hat should ou do more of and reall #ocus on to increase our sales and
pro$tabilit'
D% /hat should ou do less of, based on our current eLperience'
/hat,s not working'
E% /hat should ou start doing that ou are not doing toda'
/hat opportunities are a"ailable to ou'
F% /hat should ou discontinue, and stop doing altogether, so that ou can
#ree up
resources #or more pro$table acti"ities'
Cha#ter Five 1 )esign Your Ideal Future
$e have been endowed with the capacity and the power to create desirable
pictures within
and to %nd them automatically printed in the outer world of our
environment! ARohn
-c0onaldB
7ome time ago, I conducted a strategic planning session #or the senior
eLecuti"es
o# a 9:F@ billion dollar compan% 1he organi)ation was going through a period
o#
considerable turbulence, change, competition and new go"ernment
regulation% 1here had
been la*o=s, $rings, downsi)ing and di"estments% - clients were the top
eLecuti"es
who had sur"i"ed the recent turmoil, and the blood letting was not et o"er%
In these
circumstances, the were both worried about the #uture and distracted in the
present%
Create A Five Year Fantasy
1o get them centered and #ocused, I began the strateg session with a
process that
I call +Ideali'ation&, In this process, which ou can use oursel#, I had the
members o#
the top team create a H$"e ear #antas%I
HLet us put aside the current situation #or the moment,I I suggested%
HInstead, tell
me what this compan would look like $"e ears #rom now i# it was per#ect in
e"er
respect'I
1his eLercise #orced them to take their attention awa #rom the problems o#
the
present and #ocus their thinking on the possibilities o# the #uture%
&s we went around the room, each person contributed an idea about what
the
compan would look like i# it were per#ect% I wrote each idea on a !ip chart
and taped
the pages onto the walls where e"erone could see them% In less than hal# an
hour, we
generated @F ideal descriptions%
/e then "oted on these ideali)ed goals and organi)ed them b priorit% /e
ended up
with a series o# clear ob4ecti"es, including Hhighl pro$table, tremendous
market
reputation, high stock price, top leadership, #abulous customer ser"ice, great
place to
work, best management, rapid growth rate and top reputation in the
industr,I among
others%
Thin$ In Terms f Possi"ilities
I then asked them, H&re these goals possible'I One b one, the agreed that
all o#
these goals were possible in $"e ears% 1he might not be achie"able in one
or two ears,
but in $"e ears, e"er one o# them could be accomplished with will and
determination%
/e came out o# that session with e"erone re"itali)ed and committed to
working
on achie"ing one or more o# those $"e*ear fantasies% O"er the neLt two
ears, the
compan completel reorgani)ed% 1he did more o# some things and less o#
others% 1he
started doing things that the had not done in the past, and the stopped
certain acti"ities
altogether% 1he took complete control o# their corporate destin and
changed it%
Peter 0rucker once wrote, H/e greatl o"erestimate what we can accomplish
in one
earP but we greatl underestimate what is possible #or us in $"e ears%I
Thin$ A"out The Future
Future*orientation is a ke element o# strategic planning and strategic
thinking%
It is a ma4or responsibilit o# leadership and top people in e"er area% Onl
the leader can
think about the #uture% Onl the leader can plan #or the #uture% 1here is no
one else in the
organi)ation who can do it, and i# the leader does not think about and plan #or
the #uture
as an ongoing part o# his 4ob, it will not be done% &s the sa in &laska, HOnl
the lead
sled dog e"er gets a di=erent "iew%I
2ow o#ten and how well the top people in the compan think about the #uture
largel
determines the success or #ailure o# the business% HI# ou don,t know where
ou,re going,
an road will take ou there%I
1he de"elopment o# the +ualit o# #uture*orientation re+uires that ou
continuall
create an ideal image o# our compan some time in the #uture% You #ro4e!t
forward in
your mind 6*7 years and imagine that your !om#any is #erfe!t in
every res#e!t& You
de!ide e2a!tly how mu!h you would "e selling and earning at that
time& You imagine
your ideal sto!$ #ri!e% your ideal re#utation in the mar$et% your ideal
wor$ situation and
your ideal human environment&
(a!$ From The Future Thin$ing
Once ou ha"e a clear picture o# our
ideal #uture, ou then return mentall
to
our current situation and think about
what ou would ha"e to do, starting
toda, to turn our #uture "ision into a
current realit% 1his is called, Hback
#rom the #uture thinking%I
-ake a list o# all the things that would
ha"e to happen #or ou to reali)e our
#antas sometime in the #uture% It is
ama)ing how our perspecti"e
changes when ou
look back #rom the #uture, eLactl as i#
ou were looking back #rom the top o#
the
mountain to oursel# down in the
"alle, and seeing the eLact route ou
will ha"e to
#ollow to get to the top%
-eaders 5ave 8ision
In <<;; studies o# leaders re"iewed b Rames -acPherson, searching #or the
common denominators o# leadership throughout the ages, the one +ualit
that all the
studies had in common was the +ualit o# vision% Leaders ha"e "isionP non*
leaders do
not%
1o become a "isionar re+uires that ou de"elop the abilit to imagine,
de$ne,
articulate, share and inspire other people with an eLciting picture o# the
#uture% Jou get
e"erone in our business committed to #ul$lling this "ision, and to working
toward it
e"er da% 1his is the ke to leadership, and to building a great compan%
&ristotle wrote, +We "e!ome what we re#eatedly
do&, Jou become a leader b thinking
the wa leaders think, both in our business and in our personal li#e% Jou
become a
leader b thinking about the #uture, and how ou can make it a present
realit%
9ow% 3ore Than Ever
5ut it is in times o# rapid change, and turbulence in the market, that an
eLciting
"ision o# the #uture becomes more important that e"er be#ore% & "ision can
become the
#orce that binds people together into a solid team% It can gi"e meaning and
purpose to
work, e"en when times are tough and pa increases are not possible%
1here are man was ou can approach the de"elopment o# a "ision #or our
organi)ation% Perha#s the very "est vision for your !om#any in!ludes
two $ey
!om#onents& First% it is fo!used on your !ustomers and on doing
something for them that
!hanges and im#roves their lives or wor$ in some way& Se!ond% it
!ontains a !ommitment
to excellence % to "e the very "est at doing what you do for your
!ustomers& These are the
$eys to vision&
Jour "ision is to Hbe the best!I at the most important thing that ou do #or
our
customers% Jour "ision is to ser"e our customers in such a wa that ou are
seen as
superior in a particular product, ser"ice or acti"it% Imagine that ou could be
known as
outstanding in an one thing that ou do #or our customers% /hat would it
be' Jour
answer can be the starting point o# a "ision #or our business that changes
our #uture
completel%
Your Personal 8ision
Jou need a "ision #or oursel# as well% Pro4ect #orward D ears in our
imagination% I# our #uture were per#ect in e"er wa, what would it look like'
I# our
income, our position in our compan or $eld, our #amil li#e, our health,
our 4ob
and e"er part o# our li#e were ideal in e"er wa, how would it be di=erent
#rom toda'
Once ou are clear about our "ision, #or oursel# and #or our business, the
onl +uestion ou ask is,
&ow do I make it a reality?
1op people think continuall in terms o# how? 1he think in terms o# taking
action, o# what can be done%
Once ou ha"e clari$ed our "ision, and determined what ou will ha"e to do
to make it a realit, ou then do something e"er da to mo"e ou toward
the creation o#
our ideal #uture% Jou take complete control o# our destin% &s 0rucker wrote,
H1he "er
best wa to predict the #uture is to create it%I &nd the starting point is "ision%
)esign Your Ideal Future:
:% /hat is our "ision #or our compan' Pro4ect #orward and imagine that
our
business was ideal in e"er wa% /hat would it look like'
@% /hat is our "ision #or oursel#' I# our li#e and career were ideal in e"er
wa,
what would it look like'
<% Ideali)e in each area o# our business% I# our products, ser"ices, sale and
pro$tabilit were per#ect, what would the look like'
C% Ideali)e with regard to our people% I# our sta= were ideal in terms o#
skills,
abilities, personalities and results, how would the be di=erent #rom toda'
D% Imagine that a ma4or maga)ine was going to write a stor about our
compan%
/hat would ou want them to sa'
E% Pro4ect #orward $"e ears and then look back to toda #rom that "antage
point%
/hat would ou ha"e to change toda to create our ideal #uture'
F% In what one area would it be most help#ul to sales and pro$tabilit i# our
compan were widel known as Hthe best'I /hat steps could ou take
immediatel to
begin earning that reputation'
Create A 3ission Statement:
:% 0etermine our personal reasons #or doing what ou do% /hat gi"es ou a
sense
o# meaning and purpose in li#e'
@% 0ecide upon the <*D ke "alues upon which our compan is based%
In"ol"e other
people in the discussion%
<% 0e$ne the actions and beha"iors that people will engage in, both inside
and
outside the compan, that are consistent with our "alues%
C% 0esign a mission statement, an ideal description o# what our compan
wants to
accomplish #or its customers sometime in the #uture%
7& /rite out a list o# our "alues, and what the mean, plus our mission
statement,
and share them with our sta= and customers%
:& Create a personal mission statement #or our career% /hat do ou want to
accomplish, and how do ou want to be known'
;& Create a mission statement #or oursel# and our #amil% /hat is it that ou
want
to accomplish or achie"e with our #amil in the ears ahead'
Cha#ter Seven 1 <einvent Your rgani'ation
'very man of genius sees the world at a di(erent angle than his fellows!
A2a"elock .llisB
Rack /elch o# General .lectric once said, HI# the rate o# change outside our
organi)ation is greater than the rate o# change inside our organi)ation, then
the end is in
sight%I
In times o# turbulence, ou should be prepared to rein"ent our business as
o#ten
as necessar as our eLternal world changes%
&s an eLercise, imagine that ou were starting our business o"er again
toda%
/hat would ou get into, or not get into'
(undle of <esour!es
>or greater perspecti"e, stand back and "iew our business as a bundle of
resources and
capabilities, like a $re hose o# talent and abilit that can be aimed in man
directions to
achie"e di=erent results% Instead o# limiting oursel# to seeing our business
as an
organi)ation that is designed to per#orm speci$c #unctions, producing and
selling certain
products and ser"ices, think o# it as being capable o# doing a "ariet o# things
completel
di=erent #rom what ou are doing toda%
The 0reat Fire
&s ou think about rein"enting our business, imagine that our compan
burned
to the ground while ou were awa% /hen ou arri"ed at the scene, ou #ound
that all
our sta= were sa#e and standing around in the parking lot%
&s it happens, there is unoccupied oOce space a"ailable across the street%
Jou
can immediatel mo"e into the new space and start our business anew%
2ere is the
+uestionK /hich o# our products and ser"ices would ou begin producing
and
distributing right awa, and which ones would ou not start up again,
knowing what ou
now know'
E2amine Every <elationshi#
I# ou were starting our business o"er again toda, completel #ree #rom an
encumbrances o# the past, which customers would ou call $rst, and which
ones not at
all' /hich "endors, suppliers, bankers or other people would ou immediatel
get in
touch with, and who would ou call later, i# at all' /hat would ou do $rst'
/hat would
ou do second' /hat would ou not start up again, knowing what ou now
know'
<einvent Your Sta= <elationshi#s
Now, let,s go back to the parking lot% Let us assume that all o# our people
are
sa#e and standing around waiting #or instructions% /hich o# them would ou
take across
the street with ou to the new business, and which ones would ou lea"e in
the parking
lot' /ho would be the $rst and most important person whose ser"ices ou
would want to
secure' /ho would be the second most important' /ho would be third' &nd
so on%
E2amine Your rgani'ation
I# ou could rein"ent our business, what would ou do more o#' /hat would
ou
do less o#' /hat would ou start doing that ou are not doing toda' /hat
would ou
stop doing altogether'
In rein"enting our organi)ation, ask oursel#, H/hat are m most important
talents, skills, abilities and core competencies, and what else could I do with
them' /ho
are m best people and what else could the do' Keep thinking about how
ou would
rein"ent our business i# ou were starting o"er% 1his will keep ou on the
cutting edge o#
creati"it and inno"ation%
Thin$ In Terms of E2!ellen!e
1he ke +uestions in rein"ention are, H/hat could ou be absolutel eLcellent
at
doing in toda,s market'I /here could ou be the best' /here could ou
achie"e worldclass
+ualit' /here could ou be better than S;N o# our competitors' H
1he market onl pas eLtraordinar rewards #or eLtraordinar products and
ser"ices% /here and how could ou do what ou do in an eLtraordinar
#ashion'
<einvent Your Career
>inall, think about rein"enting oursel# and our career on a regular basis, as
well% I# ou were starting o"er again toda, what would ou do more of, less
of, start or
stop' /hat would ou get into or get out o#'
I# ou were starting our career o"er again, what additional knowledge and
skills
would ou want to ha"e' /hat can ou do, starting toda, to ac+uire those
ke skills'
Imagine that ou could do a "ariet o# 4obs% /hat would ou really like to do
with our
li#e'
7ince ou were going to ha"e to rein"ent oursel# regularl throughout our
career, it is
"er important that ou think about how ou would do it well in ad"ance o#
when it
becomes necessar%
<einvent Your rgani'ation:
:% I# ou were starting our business o"er again toda, what would ou do
di=erentl'
@% I# ou were starting our career o"er again toda, what would ou get
into, or out o#'
<% I# our business burned to the ground and ou could onl o=er one o#
our products or ser"ices, which one would it be'
C% /ho are our most important customers, the ones who ou would
immediatel mo"e to take care o#, i# ou were starting o"er'
D% /ho are our most important people, both inside and outside o# our
business'
E% /hat are our most important contacts and business relationships, the
ones ou would want most to preser"e i# ou were starting o"er'
F% I# mone were no ob4ect, what steps would ou take toda to rein"ent
our business'
Cha#ter Eight 1 Sele!t the <ight Peo#le
&ere lies a man who know how to enlist into his service people better than
himself!
A&ndrew Carnegie *epitaphB
1he people in our compan are the most important parts o# our business%
&ll work, all
per#ormance, all results come #rom them, both as indi"iduals and when the
work
together in teams o# some kind% 1he manager,s output is the output o# his or
her team,
and o# the indi"idual team members%
In business, people come $rst% Robs, acti"ities and results are onl achie"ed
a#ter
the right people are in place% Rim Collins sas in his book, )ood to )reat, that
the ke to
building a great business is, H$rst, get the right people on the bus, and
second, get the
wrong people o= the bus%I &n other approach is bound to #ail%
Two Key >ualities to -oo$ For
1he best people ha"e two +ualities% >irst, the can be counted on to get the
4ob
done, to get it done well and to get it done in a timel #ashion% 7econd, the
get along
well with others% 1he are good team plaers%
Jou should appl *ero"based thinking to each person who reports to ou on a
regular basis% Continuall ask, HKnowing what I now know, would I hire, assign
or
promote this person again, i# I had to do it o"er'I
I# the answer is HNo,I then our neLt +uestion is, H2ow do I remo"e or replace
this
person, and how #ast can I do it'I
/hat do ou want and need those results to be'
Once ou are clear about the results ou desire, set speci$c measures o#
per#ormance on each 4ob, and each task% 2ow will ou and the candidate
know whether
or not the 4ob has been done properl' 3emember, H/hat gets measured,
gets done%I
&nd, HI# ou can,t measure it, ou can,t manage it%I
Sele!t the <ight Peo#le:
:% 3ank e"er one in our compan on a scale #rom :*:;, with :; being the
highest, on their competence at their 4ob%
@% 3esol"e to build a team o# highl moti"ated, competent and positi"e
emploees to
help ou get the results ou need%
<% 1hink through each new 4ob or hire care#ull in ad"ance% /rite out the
description
clearl%
C% Inter"iew at least < candidates #or a new position% Inter"iew the candidate
ou
like at least < times, in three places, and ha"e him or her inter"iewed b at
least <
other people%
D% Check re#erences care#ullP seek the #atal !aw or weakness that would
make the
candidate unsuitable%
E% 2ire onl positi"e, likable peopleP the make the best team plaers%
F% 3esults are e"erthingP continuall emphasi)e and eLplain eLactl what
results are
eLpected #rom each person%
Cha#ter 9ine 1 3ar$et 3ore E=e!tively
+ecause its purpose is to create a customer, the business enterprise has two
, and only
these two" basic functions- marketing and innovation! .arketing and
innovation produce
results/ all the rest are costs! APeter 0ruckerB
&ll business strateg is ultimatel marketing strateg% /hene"er ou are
worried about the
health or #uture o# our business, get back to thinking about marketing and
selling% >ocus
single*mindedl on increasing sales and re"enues% Cutting eLpenses and
controlling costs
is an ongoing necessit, but ou can,t cost*cut our wa to business success%
Jou ha"e to
increase cash !ow, and this onl comes #rom selling more o# our products or
ser"ices%
9o matter how !hallenging or !om#etitive the e!onomy a##ears% as
mu!h as
?@A of your mar$et is still unta##ed& 1here are almost alwas hidden
opportunities
around ou% Jour abilit to unco"er and take ad"antage o# those opportunities
is the true
test o# competence as an eLecuti"e or as a business%
)e!ide Who You Are and What You )o
0peciali*ation re+uires that ou #ocus on speci$c products or ser"ices,
speci$c
markets or speci$c customer needs% Jou must $ght the temptation to tr to
o=er too man
products and ser"ices to too man customers in too man areas% Jou must
speciali)e,
both in our own mind, and in the mind o# our customer%
/hat is it exactly that our product or ser"ice is designed to achie"e, a"oid or
preser"e #or our customer' /hat are the core competencies or proprietar
methods or
technologies that enable ou to speciali)e in this area' /hat speci$c problem
or need can
ou sol"e or satis# #or our customer' &nd o# all the di=erent results ou can
get with
our business, where do ou, should ou, could ou speciali)e'
See Yourself As A (usiness
In our personal li#e, ou should ask the same +uestions o# oursel# as well%
/hat
is our personal area o# speciali*ation' In what wa is our work superior to
our
competitors' /hat is the ideal position or area o# responsibilit #or ou to
appl our
talents' /here should ou be concentrating our energies to get the "er
best results and
greatest rewards possible'
.speciall, ou should continuall ask oursel#, $hat is it that I do very, very
well?
/hat is our personal area o# eLcellence' /hat could it be' /hat should it
be'
-oo$ing Ahead
Looking into the #uture o# our business or industr, what new competencies
do ou need
to de"elop to lead our $eld in the months and ears ahead' /hat additional
knowledge
and skills do ou need to ac+uire' /hat are those #ew tasks, which, i# ou did
them in an
eLcellent #ashion, would ha"e the greatest positi"e impact on our career' In
what areas
could be paid the "er most #or the application o# our special talents and
abilities' 1his
+uestion is 4ust as rele"ant #or ou as it is #or our compan%
3ar$et 3ore E=e!tively:
:% 0ecide toda to dominate our $eld, to be the best at marketing and
inno"ation in our product or ser"ice area% /hat is the $rst step ou should
take'
@% 0etermine our area o# speciali)ation, b product or ser"ice, market or
tpe o# customer% /hat should it be' /hat could it be'
<% 2ow do ou di=erentiate our product or ser"ice #rom those o# our
competitors' In what was are ou superior to anone else' /hat could it be'
/hat
should it be'
C% /hat are ou best market segments' /here are our highest probabilit
customers' /ho can bene$t the most #rom using what ou sell'
D% 2ow can ou organi)e our business so that ou concentrate our
marketing and selling e=orts on those customers who can bu and pa #aster
than an
others'
E% /hat additional products, ser"ices, knowledge or capabilities will ou
need to dominate our markets in the months and ears ahead'
F% /hat should ou immediatel start doing more o#, less o#, start or stop
to ad4ust to the current market'
Cha#ter Ten 1 Analy'e Your Com#etition
1oncentrate your strengths against your competitors relative weakness!
A5ruce
2endersonB
Know Your Enemy
2ere then is a +uestion #or ouK /ho is our competition' .Lactl' Jour
choice o#
competitor determines almost e"erthing ou do in our market, 4ust as the
choice o# an
ad"ersar determines e"erthing a general does in the process o# conducting
militar
operations%
)etermine Their (uying 3otives
Once ou ha"e determined wh it is that people bu #rom you, ou must then
ask
and answer, H/h do people bu #rom m competitors'I /hat "alue or
bene$ts are our
potential customers con"inced that the recei"e when buing #rom our
competitor rather
than #rom ou'
/hat are our competitor,s ke strengths' /hat are his areas o#
speciali)ation,
di=erentiation, segmentation and concentration' /hat does our competitor
ha"e that
ou don,t ha"e' /hat does he o=er that ou don,t o=er' /hat is he doing
more o# or
better than ou' /hat is his uni+ue selling proposition'
=set Their Advantages
&s ou stud our competitors, look #or was to o=set or neutrali)e the
ad"antages
their customers percei"e them to ha"e% /hat are our competitor,s
weaknesses' 2ow can
ou eLploit these weaknesses' /hat do ou do better than the do' In what
was are
our products or ser"ices superior to their o=erings' In what areas do ou
ha"e a distinct
ad"antage o"er our competitors' /hat can ou do to o=set our
competitor,s strengths
and maLimi)e our ad"antages' 2ow can ou better position oursel# against
our
competitors in a tough market'
1he more time ou take to stud and understand wh and how our
competitors
are success#ul in selling to our customers, the more likel it is that ou will
$nd an
opportunit to take awa their market share% &s 7un 1)u sas in he 2rt of
$ar, HI# ou
know both oursel# and our enem, ou will pre"ail in a hundred battles%I
Analy'e Your Com#etition:
:% /ho is our competition #or what ou sell, with the eLact customers ou
are
tring to attract'
@% /hat would happen i# ou changed our o=erings in such a wa that ou
targeted
a di=erent group o# customers, one that would be easier to sell to'
<% /h do our potential customers bu #rom our competitors' /hat
ad"antages do
the percei"e'
C% /hat is our competitor,s uni+ue selling proposition' /hat special #eature
or
bene$t does his product or ser"ice ha"e that ours does not'
D% In what was are ou superior to our competitors' /hat can ou o=er
that the
cannot' 2ow can ou emphasi)e this ad"antage in our sales and marketing
e=orts'
E% /here is our competitor "ulnerable' 2ow could ou eLploit this to our
ad"antage'
F% 2ow could ou alter our marketing strateg in such a wa that ou could
achie"e
dominance in a particular area, with a speci$c customer or market segment'
Cha#ter Eleven 1 )o It (etter% Faster% Chea#er
he man who comes up with a means for doing or producing almost
anything better,
faster or more economically has his future and his fortune at his %ngertips!
AR% Paul GettB
1he most important single determinant o# our success is our area o#
competitive
advantage% It is more important than all other #actors% It determines the rise
or #all o# our
business, our le"el o# pro$tabilit, our position in the marketplace and
e"erthing else
ou accomplish%
Jour competiti"e ad"antage must be crstal clear to ou and to e"erone in
our
compan, as well as to our prospecti"e customers, Lack o# clear competiti"e
ad"antage
leads +uickl to diminished sales, loss o# market share, lower pro$tabilit,
price cutting,
and ultimatel to business #ailure%
Your 5igh Con!e#t
Jour business was started because ou or our compan had an idea #or a
product or ser"ice that was di=erent or better #rom other products and
ser"ices% It o=ered
to satis# the same need or sol"e the same problem better, #aster or cheaper
than anone
or anthing else then a"ailable%
Jour abilit to di=erentiate our product in the minds and hearts o# our
customers is the ke to winning them in the $rst place, and then keeping
them a#ter the
initial sale% 1o bu #rom ou, a customer must be con"inced that, all things
considered,
our o=ering is di=erent and better than anthing else that is currentl
a"ailable at the
same price% Rack /elch was #amous #or saing, HI# ou don,t ha"e competiti"e
ad"antage,
don,t compete!I
Three Areas of )i=erentiation
1o succeed in a tough market, what ou sell must be superior to our
competitor,s o=erings in at least three was% It must "e "etter% faster%
!hea#er% and easier
to use in some way that ma$es it more attra!tive than rival #rodu!ts
or servi!es& It must be
sold more pro#essionall or ser"iced with greater sensiti"it, speed or
eOcienc% It must
be better in at least three areas%
One o# our ke 4obs in strategic thinking is to identi# the three areas where
ou are
better and then to emphasi)e those areas o# superiorit in all our marketing
and sales
2ow could ou achie"e operational eLcellence in our business, or some part
o# our
business, in such a wa that ou could be the low*cost pro"ider in our
market' 2ow
could ou dramaticall reduce our costs o# doing business and use this low
cost
ad"antage to increase our sales and pro$tabilit'
-ead the Field
1he second area where ou could achie"e competiti"e ad"antage is in the
use o#
innovative te!hnology leading to the production o# high +ualit products
and ser"ices%
Companies like -ercedes and 3oleL #all into this categor, as does 7on and
LeLus%
Customers are willing to pa a premium #or a brand name that represents
high +ualit and
cutting*edge technolog% /here are there opportunities #or ou to distinguish
our
products or ser"ices b using our imagination to become the +ualit leader
in our $eld'
Close to the Customer
1he third area where ou could de"elop competiti"e ad"antage is in being
Hclose to the
customer%I 1his re+uires that ou in"est the time to de"elop high +ualit
relationships
based on Hcustomer intimac%I Customers will pa more and remain loal
longer to
companies that seem to know and understand them better than others%
Pro"iders o#
speciali)ed ser"ices, such as consulting $rms, law $rms and accounting $rms
#all into this
categor%
In what was could ou de"elop higher le"els o# trust and credibilit with our
customers' /hat could ou do to demonstrate to our customers that ou
reall care
about them and their interests' 1his strateg can o=er a breakthrough
opportunit,
especiall in the sale o# eLpensi"e products and ser"ices where resales and
re#errals are
possible%
Pi!$ Your Targets
1o lead our $eld and achie"e higher le"els o# pro$tabilit, ou ha"e to be
outstanding in one o# these three areas and "er good in the other two% One
o# the most
important decisions ou make is to choose our area o# competiti"e
ad"antage, and then
to dedicate our compan to achie"ing it%
Strive For Su#eriority
Jour area o# eLcellence is the ke to our success in a competiti"e
marketplace%
1his is where our product or ser"ice stands out in comparison to our
competitors% It is a
"alue or bene$t that ou o=er that no one else o=ers% /ith regard to our
products or
ser"ices, what is it' /hat could it be' /hat should it be'
Jour area o# superiorit is de$ned as an area o# per#ormance where our
product
or ser"ice is superior to that o# our competitors% 1his per#ormance di=erence
is
signi$cant enough that our customer will bu it, and e"en pa ou more #or
it% In what
wa does our product per#orm better, in terms o# getting results that our
customer cares
about, than our competitors' 2ow could ou impro"e the per#ormance o#
our products
or ser"ices in some meaning#ul wa'
>inall, our uni3ue selling proposition is something that ou and onl ou
o=er
to our customers, and is something that the reall care about% No one else
does as well
as ou do in this area% No one else achie"es the same bene$t or result% /hat
is our
uni+ue selling proposition' /hat could it be'
-oo$ Into Yourself
On a personal le"el, ou must continuall ask these +uestions o# oursel#%
/hat is our
personal area o# eLcellence' /here are ou superior to our competitors'
/hat is our
uni+ue selling proposition' In what was do ou do our 4ob better or #aster
than others'
/hat is it that ou and only you do in an outstanding #ashion #or our
compan' /hat
could it be' /hat should it be'
Perhaps the most important area o# superiorit ou can de"elop is our abilit
to
do our 4ob +uickl and well, in an eLcellent #ashion, consistentl and
dependabl e"er
time% 1his is the ke to success as an indi"idual in a competiti"e marketplace%
)o It (etter% Faster% Chea#er:
:% In what was are our most important products or ser"ices superior to
those o#
our competitors'
@% /hat is our recogni)ed Harea o# eLcellence'I I# ou were to conduct a
sur"e,
what would people sa that our compan does especiall well'
<% In what was are our products or ser"ices #aster to ac+uire, use and en4o
than
our competitor,s'
C% /hat is our uni+ue selling proposition' /hat is it that our products or
ser"ices
o=er that no other compan can match'
D% In what was are our products or ser"ices cheaper to bu and use, or
achie"e
superior $nancial results #or our customers #or the same cost'
E% I# ou were known #or being outstanding in an one area o# our product or
ser"ice o=erings, what one distinction would ha"e the greatest positi"e
impact on our
sale and pro$tabilit'
F% List the three areas where our products are, or can be, superior to an o#
our
competitors% /hat is our plan to achie"e this area o# market superiorit'
/hat should
ou do $rst'
What )o You SellB
1he $rst part o# the marketing miL is our 4roduct or ser"ice% &lwas de$ne
our
product or ser"ice in terms o# what it HdoesI #or our customers, "ersus what
it His%I 2ere,s
the +uestion, HIs our product or ser"ice, as ou are o=ering it toda, ideall
suited #or
our current market and customers'I
5ow 3u!h )o You ChargeB
1he second part o# the marketing miL is our 4rice% Is our price the right
price #or what
ou are selling' 7hould ou change our price in some wa' 7hould ou
increase it,
decrease it, combine our price with other items, or add items to our price'
7hould ou
change our terms or o=er something di=erent #or the same price'
)ou"le Your Pri!eB
Is there an place in our business that
ou could increase our prices and still hold onto our market'
5ow )o You Sell ItB
2ow are ou currentl promoting and selling our product or ser"ice' /hat,s
working'
/hat,s not working' 7hould ou change our methods o# ad"ertising,
marketing, selling
or ac+uiring customers in an wa'
Sell 3ore Stu=
.speciall, should ou upgrade and impro"e our direct selling methods,
people,
presentation, and capabilities'
Is Your Phone <ingingB
."er a#ter, when I think about the e=ecti"eness o# ad"ertising, I alwas ask,
HIs
our phone ringing'I
Where )o You SellB
1he #ourth element o# the marketing miL is the 4lace% 1his is the speci$c
location where
the sale o# our product takes place% /here eLactl do ou sell our product
toda' 0o
ou sell in homes, oOces or in our own retail establishment' 0o ou sell in a
particular
cit, state or nationwide' 0o ou sell in stores or b direct selling or b direct
mail' -ost
importantl, should ou change the place at which ou o=er our products'
& change in the location where ou o=er our product or
ser"ice could change the direction o# our business% /hat could it be'
E2amine Your Assum#tions
/hene"er ou ha"e diOculties selling a suOcient +uantit o# our product or
ser"ice, ou should eLamine all o# our assumptions in the areas o# product,
price,
promotion and place% Jou should be willing to consider the possibilit that
our method
is completel wrong in one or more o# these areas%
It o#ten happens that a single change in one o# the HP,sI in the marketing miL
can
change the entire nature o# our business, boost our results, increase our
pro$tabilit
and mo"e ou toward market leadership% Keep an open mind%
The Answers Are Changing
/hat is the correct marketing miL #or ou to sell the "er most at the highest
cost, and
earn the greatest pro$t' /hat assumptions are ou going on that
ma no longer be true'
Change Your 3ar$eting 3i2:
C& 5e prepared to challenge e"er aspect o# our marketing, especiall i# it is
not
working as well as be#ore% /hat areas cause ou the greatest #rustration and
dissatis#action'
D& /hat eLactl do ou sell, de$ned as what it HdoesI #or our customers,
"ersus
what it His'I
6& /hat prices do ou charge' 2ow could ou change the wa ou charge to
make
buing #rom ou more attracti"e'
E& 2ow do ou promote our product' Could there be better was o#
ad"ertising
our products or ser"ices that would gi"e ou better results'
7& 2ow do ou sell our product or ser"ice' Is e"er person who deals with
our
customers #ull trained in e"er ke result area o# selling'
:& /here do ou sell our product or ser"ice' 7hould ou be eLploring other
locations or methods o# sale'
;& 7hould ou change more than one o# the elements o# the marketing miL at
the
same time' Challenging market conditions o#ten call #or bold departures #rom
the methods
o# the past, especiall i# the are no longer working%
What Words )o You wnB
0eliberatel or accidentall, each product or ser"ice de"elops a reputation
that
positions it against its competitors% /hat is ours'
Create Your wn Cheat Sheet
2ere is the +uestion% /hat words do you own' /hat words should ou own in
the
hearts and minds o# our prospecti"e customers' /hat words could ou own
i# ou were
to reorgani)e and redirect our marketing e=orts'
&s an eLercise, imagine one o# our prospects meeting with one o# our
customers% Imagine that our customer called ou and asked ou what ou
would like
him to sa to our prospect to con"ince our prospect to bu #rom ou'
I# ou could put together a Hcheat sheetI with the eLact words or phrases
that ou
would like our customer to lea"e in the mind o# our prospect, what words
would ou
choose' /ould ou choose words like excellent 3uality, high integrity, friendly
service,
nice people, 3uick responses to problems, easy to work with, great prices?
2ow do ou want
to be described b our customers and potential customers' O# all the words
and phrases
that customers could use to describe our products and ser"ices, and our
compan,
which would be the most helpful #or ou and our business'
What Is Your (randB
2ow are ou described and thought about b others when ou are not there'
/hat is
our personal brand? /hat is our reputation' 2ow do other people think and
talk about
ou, both as a person and as a contributor to the organi)ation'
Position Your Com#any For Su!!ess
:% /hat is our compan,s reputation in our market' 2ow do customers and
competitors think and talk about ou'
@% /hat words do people use when describing our products or ser"ices to
others'
<% I# ou could HownI certain words that appl to our compan, our
products or
ser"ices, which words would ou choose'
C% /hat words, i# the were automaticall associated with our compan,
would
ha"e the greatest positi"e e=ect on our sales and pro$tabilit'
D% /hat changes would ou ha"e to make to assure that e"er customer
contact
rein#orced the message that ou wanted to send to our customers about
doing business
with ou'
E% /hat are the most important promises that ou make to our prospects to
get
them to bu #rom ou #or the $rst time' 0o ou keep these promises a#ter the
sale'
F% /hat are the most positi"e things that our customers sa about dealing
with our
compan' 2ow could create a sstem to assure that more customers sa
these things'
.Lamine our complete range o# products and ser"ices, especiall the newer
ones,
and ask, H/hich o# these has the potential to be a big seller'I /hat would
ou ha"e to do
or in"est in o help make it a ma4or source o# sales and re"enues'
Keep asking oursel#, HI# I had not alread committed time and mone to this
product, knowing what I now know, would I start in"esting in it again toda'I
&ppl the 75( concept to oursel# and our career% Jou ha"e se"eral areas o#
talent and abilit, core competencies, eLperience, knowledge and education%
/hat are
our cash cows, the skills that are central to our "alue to the organi)ation'
/hat are our Hstars,I the emerging areas o# acti"it, or new skills and
knowledge
that can make ou eLtremel "aluable in the #uture'
/hat are our potential areas o# great success' /hat are the pro4ects,
responsibilities and areas o# opportunit, which, i# ou eLploit them #ull, can
enable ou
to mo"e ahead more rapidl in our career'
>inall, what are the HdogI areas o# our work li#e' 1hese are the tasks or
skills
that ou ma ha"e mastered in the past, but which distract ou #rom our
#uture% 1hese
are the 4obs and acti"ities that take up a lot o# time, but which are nowhere
near as
"aluable as other things ou could be doing% /hat are the'
)evelo# Strategi! (usiness .nits
:% 5egin toda to "iew each product or ser"ice as a separate business,
responsible
#or generating a certain amount o# pro$t e"er month%
@% Group our di=erent products or ser"ices b similar characteristics, similar
customers, or similar markets%
<% /hat are the cash cows o# our business' /hat are the core products or
ser"ices
that are essential to our o"erall pro$tabilit'
C% /hat can ou do toda to sa#eguard and nurture our cash cows to assure
that
the continue contributing sales and cash !ow #ar into the #uture'
D% /hat are the HstarsI o# our business' /hat are the products that are
selling well,
increasing in market share, and generating high pro$ts'
E% /hat could ou do to increase the sales and pro$tabilit o# our stars'
F% /hat are the H+uestion marksI o# our business' /hich o# our current
products
or ser"ices should ou discontinue, knowing what ou now know'
What Is To (e SoldB
1he $rst +uestion is, +What is to "e soldB, 1o answer this correctl, ou
ha"e to de$ne
our product or ser"ice in terms o# what it does, and how it bene$ts our
customer% 2ow
does it impro"e his or her li#e or work' O# all the bene$ts that a customer
en4os #rom
purchasing our product or ser"ice, what is the primar bene$t, the one thing
that ou
o=er that makes ou superior to an other competitor in the marketplace' 0o
ou know
the answer to this'
Who Is 0oing To Sell ItB
1he second +uestion is +(y whomB, /ho is actuall going to sell the
product or ser"ice
and get the check #rom the customer' 2ow are ou going to recruit, train,
manage, $eld
and support the sales person' 2ow is this salesperson going to unco"er the
necessar
leads and get #ace to #ace with the prospecti"e customer'
Who Is Your CustomerB
1he neLt part o# the +uestion is HTo whomB,
5ow 3u!h Are You 0oing To ChargeB
Is there an price ou would raise, lower or modi# in some
wa'
Colle!ting Payment
1he neLt +uestion is How is it going to be paid for? 0o ou re+uire
pament
in #ull, in ad"ance' 0o ou re+uire a deposit when the sale is made and with
the balance
to be paid at a later time on certain terms' 0o ou o=er credit or $nancing'
.speciall,
what do our competitors do'
O#ten a change in the wa ou charge, or in our pricing structure, can
dramaticall increase our sales% /hat could ou do di=erentl in toda,s
market that
would make it easier or more attracti"e to bu our product or ser"ice'
)elivering The 0oods
1he $nal part o# the +uestion is How is going to be delivered
satisfactorily?
/hat is the eLact process o# getting the product or ser"ice to our customer
in such a
wa, and at such a le"el o# +ualit, that the customer both bus #rom ou
again and
recommends ou to others'
Sell 3ore E=e!tively:
:% /hat is the eLact sales process necessar to sell our product or ser"ice,
#rom the
$rst customer contact through to the close o# the sale' 0o ou know' 2ow
could it be
impro"ed'
@% /hat must our prospecti"e customer be con"inced o# be#ore he chooses
our
product o"er that o# our competitor'
<% I# mone were no ob4ect, what special results or bene$ts do ou o=er in
our
sales e=orts that make our product more desirable than an other a"ailable'
C% /hat is our process #or recruiting salespeople' /hat media do ou use'
/hat
le"els o# education and eLperience do ou re+uire'
D% /hat kind o# a compensation sstem do ou ha"e #or salespeople' /hat is
it
based on' 2ow could it be impro"ed so that it moti"ates better sales
per#ormance'
E% 2ow much o# our business comes #rom re#errals #rom happ customers'
2ow
could ou increase the number o# re#errals ou get as a percentage o# our
business'
F% /h aren,t our sales twice as high alread' /hat sales e=orts could ou
make to
tap into that M;N o# the market that has ne"er heard o# ou'
Follow the Formula
H/h am I not at that goal alread'I /hat is holding ou
back' /hat is the constraint, chokepoint or bottleneck that sets the speed on
how #ast ou
achie"e our speci$c goals o# sales, cash !ow or pro$tabilit in our
business'
Let us return to m earlier +uestion, H/ould ou like to double our sales and
double our income'I I# our answer is HesI, then wh ha"en,t ou done it
alread' /h
aren,t our sales twice as high' /h aren,t our pro$ts twice as high' /hat is
holding ou
back' /hat is constraining ou' /hat is the limiting #actor'
Identify Your Personal Constraints
1hink about our personal li#e and goals as will% &sk oursel#, H/hat are m
most
important goals' /h am I not there alread' /hat is it within me that is
holding me
back'I
Is it the lack o# a particular +ualit, attribute or skill that sets the speed at
which I
achie"e m goals' Is it a particular attitude or belie# that is holding me back'
&nd most
important, what could ou do immediatel to alle"iate our ke constraints,
starting toda'
Eliminate the <oad"lo!$s:
:% 7et clear, measurable goals #or sales and pro$tabilit% Now ask, H/hat
determines
the speed at which I achie"e these goals'I
@% (se sentence completion eLercises% 7a, H/e could double our sales i# it
4ust
wasn,t #or%%I and $ll in the blank%
<% Identi# the ma4or block to our achie"ing our most important goal' 2ow
could
ou remo"e it'
C% Look within our compan #or the limiting #actors that hold ou back% /hat
are
the chokepoints in our business'
D% &ssess each person in each ke position% &re the competent and capable
o#
doing what needs to be done #or ou to be success#ul'
E% Once ou ha"e identi$ed our ke constraint to business success, ask,
H$hat else
is holding us back'I Keep asking, H/hat else'I until ou get to the real
problem%
F% In our own career and personal li#e, what sets the speed at which ou
achie"e
our goals' Look within oursel# #or the answers%
3a$e Faster% (etter )e!isions
/hene"er the bring ou a problem
or a +uestion, alwas ask, H/hat do you think we should do'I
<eengineer Your Com#any:
:% Practice simpli$cation as a wa o# li#e% In what areas o# work has our li#e
become
too complicated, and what can ou do to get it back under control'
@% Practice )ero*based thinking with e"er step and e"er acti"it% I# ou were
not
now doing it this wa, would ou start doing it this wa again toda'
<% 1ake a single compleL process or 4ob and make a list o# e"er step #rom
beginning
to end% 2ow could ou reduce the number o# steps b <;N the $rst time
through'
C% /hat tasks or acti"ities could ou delegate to someone who can do them
F;N as
well as ou'
D% /hat parts o# our business could ou outsource to companies or
indi"iduals who
speciali)e in that area'
E% /hat parts o# our work could ou eliminate altogether with little or no
impact on
our bottom line'
F% /hat parts o# our personal li#e do ou need to streamline and simpli#'
/hen are
ou going to do it'
Pum# .# Your Pro/ts:
:% 0o a complete pro$t analsis on e"er product and ser"ice ou o=er% 3ank
them
#rom highest to lowest%
@% Identi# the @;N o# our products that account #or M;N o# our sales%
/hich are
the'
<% Identi# the @;N o# our products and ser"ices that account #or M;N o#
our
pro$ts% &re the the same as our answer to T@'
C% &#ter deducting all direct and indirect costs, which are our most pro$table
products or ser"ices based on cost and return on in"estment'
D% 2ow much is our time worth on an hourl basis' 5uild this cost into
e"erthing
ou do to get an accurate measure o# costs and pro$tabilit%
E% &ttribute a percentage o# all general and administrati"e costs to each
product or
ser"ice ou sell% 1his eLercise o#ten turns pro$ts into losses%
F% I# our compan was #acing serious $nancial shortages, which products or
ser"ices
would ou #ocus our energies on, and which would ou discontinue' 1hink
about doing
it now%
It Starts From The To#
.ncourage each person to $nd was to do their 4obs better, #aster, and easier%
&llow them the #reedom to eLperiment with impro"ements, with no #ear o#
criticism i#
the don,t work% 7ometimes the greatest impro"ements occur as the result o#
a series o#
small eLperiments that were not success#ul%
Jou should stand back regularl and eLamine e"er product, ser"ice and
process%
2ow could ou impro"e it in some wa' 2ow could ou make it better, #aster
or cheaper'
2ow could ou get the same or better results #aster, or at a lower cost' Ne"er
be satis$ed
or content with eListing +ualit le"els% &lwas look #or was to impro"e upon
them%
5rainstorm with our team regularl to generate ideas to cut costs, impro"e
+ualit,
increase sales and boost pro$ts% .ncourage e"erone to think, all da long,
about how
the can do their 4obs better% -ake this commitment to continuous
impro"ement a part o#
our corporate culture%
Commit to E2!ellen!e
I# e"erone in our marketplace re#erred to ou and our o=erings as the
best in the business, what kind o# a di=erence would that make in our sales
and
pro$tabilit'
/ith that as our goal, what would ou ha"e to do, starting toda, to assure
that
e"erone re#ers to ou as Hthe bestI sometime in the #uture' /hat could ou
do, starting
toda, to begin this process' /hat is the $rst step ou should take'
>uality and Pro/ta"ility
H/hich o# these companies do ou #eel is the best in this particular industr'I
2ere,s the +uestionK I# such a sur"e were done among potential customers
#or what ou
sell, where do ou #eel our compan would rank in such a comparison'
/ould ou be
ranked as Hthe best,I or somewhere lower' /hat could ou do to mo"e
higher in the
rankings' /hat one step could ou take immediatel'
5ow )o Customers )e/ne >ualityB
What )o Customers WantB
Commit to Continuous Im#rovement:
:% 2ow do our customers de$ne +ualit' /hat is most important to them in
choosing our product or ser"ice'
@% 2ow do ou rank against our competitors on a scale #rom one to ten' 2ow
could
ou impro"e our ranking immediatel'
<% 7et up a reward sstem in our compan #or suggestions and ideas to
impro"e
+ualit and achie"e greater customer satis#action'
C% 0o ou ha"e +ualit and per#ormance standards #or people, products and
acti"ities
in our compan' 0oes e"erone know what the are'
D% /hat compan do ou think is the best in our business, the most
respected and
pro$table' 2ow could ou benchmark oursel# against them'
E% /hat one step could ou take immediatel to impro"e customer
satis#action with
our compan'
F% /hat could ou do personall to upgrade and impro"e the +ualit o# our
per#ormance in the most important things ou do in our 4ob'
)e/ne Your Core (usiness
/hat is our core business' I# e"erthing else was stripped awa, what would
be le#t at
our core'
Identi# the @;N o# opportunities a"ailable to ou toda that can be
responsible #or
M;N o# our sales and re"enues in the ears ahead% 1hese will almost alwas
be
eLtensions o# our current business, our core competencies, and our areas
o#
eLcellence% Jour choice o# the opportunities a"ailable to ou largel
determines the
#uture o# our business% /hat are the'
Fo!us n 8alue
/hat are the @;N o# our work acti"ities that account #or M;N o# our
personal
"alue and our contribution to our compan' I# ou 4ust doubled the amount
o# time ou
spend on the @;N o# our high "alue tasks, and discontinued the M;N o# low
"alue/no
"alue tasks that ou do, ou could become most o# the most producti"e
people in our
compan% 1hese are our core tasks%
/hat are the @;N o# problems, aggra"ations, and irritations that account #or
M;N o#
our headaches in our work' /ho are the most diOcult people, customers
or situations
that ou ha"e to deal with each da' /hat can ou do toda to minimi)e or
eliminate
them'
5ased on this M;/@; analsis, what steps can ou take immediatel to
impro"e,
increase, and strengthen our core products, ser"ices, customers and
acti"ities' /hat
should ou do $rst'
Where )o You E2!elB
In what areas o# our products and ser"ices are ou, or could ou be better
than
SDN o# our competition'
Advan!e Planning
1his 1itadel is our core business% /hat is yours' /hate"er it is, practice
H7cenario
PlanningI on a regular basis% &sk oursel#, H/hat is the worst thing that could
possibl
happen in m market toda'I
/hate"er our answer is to that +uestion, begin making pro"isions toda to
assure
that ou will be able to sur"i"e, should it occur%
Your Personal Citadel Strategy
&s an indi"idual, ou must be clear about our personal core competencies,
as
well% 2ow could ou impro"e in each one o# them' /hat core competencies
will ou
need to lead our $eld in the ears ahead' /hat is our plan to ac+uire the
core
competencies o# tomorrow'
Con!entrate n the Core:
:% /hat is our core business' /hat products and ser"ices are most
responsible #or
our success toda'
@% /hat are our core competencies' /hat is it that our compan does
eLtremel
well'
<% /hat are the worst possible things that could happen to our business in
the neLt
ear' /hat are our plans to deal with them, should the occur'
C% /hat are our non*core products, ser"ices or acti"ities' /hat would
happen i# ou
discontinued them entirel'
D% /ho are our core customers, and what are ou doing to assure that the
ne"er
lea"e ou'
E% /ho are our core people, the ones who are most important #or the
sur"i"al and
growth o# our business' /hat is our strateg to keep them'
F% /hat are our core #unctions' /hat are the things ou do that are central
to our
4ob' /hat acti"ities are peripheral'
Four Key >uestions
/hen considering buing a product or ser"ice, customers ha"e #our +uestions
that
must be answered be#ore going aheadK
:% /hat does it cost'
@% /hat do I get #or the mone'
<% 2ow #ast do I get the bene$ts ou promise'
C% 2ow sure can I be that I will get those bene$ts'
/hiche"er compan or salesperson answers these +uestions most
con"incingl
wins the sale%
)eliver n Your Promises
H/hat results or bene$ts do m customers eLpect o# m
product or ser"ice'I and H2ow consistentl do m customers get those
results and bene$ts
when the bu m products or ser"ices'I 1his is the true de$nition o#
H+ualit%I
Uualit can be de$ned as, Hthe percentage o# times that our product or
ser"ice
does what ou sa it will do, and continues to do it%I
& +ualit rating o# :;;N, or per#ect +ualit, means that what ou sell always
deli"ers on our promises% & +ualit rating o# S;N means that our product
gets the
desired or promised results nine out o# ten times%
-ittle Things 3ean A -ot
>ederal .Lpress has determined that i# its +ualit rating was SS%S;N, the
would
make mistakes in the deli"er o# CC,;;; en"elopes a da% &t SS%S;N +ualit,
>ederal
.Lpress would collapse under its own weight o# con#usion% 1hat is how
important +ualit
is in a business%
Jour personal success is also determined b how consistentl and dependabl
ou
per#orm and deli"er on our responsibilities and promises% Jou should
continuall ask
oursel#, H/hat results are eLpected o# me'I
Jour le"el o# e=ecti"eness is alwas de$ned b others, b what the need
#rom
ou% Leaders are alwas asking, H/hat does this situation need o# me'I Once
the are
clear, the concentrate their energies in those areas%
&sk oursel#, HO# all the results I can accomplish, what are the most "aluable
and
important in terms o# m rewards and m #uture'I
Im#roving Your A"ility to 0et <esults
2ere are se"en o# the best +uestions ou can ask and answer to impro"e our
abilit to get resultsK
:% H/h am I on the paroll'I /hat eLactl ha"e ou been hired to
accomplish'
-ake sure that what ou are doing e"er da is the answer to this +uestion%
@% H/hat are m highest "alue tasks and acti"ities'I O# all the things that ou
could be doing during the da, what are the acti"ities that ou engage in that
contribute
the greatest "alue to oursel# and our compan'
<% H/hat are m ke result areas'I /hat are the core competencies and ke
tasks
that ou must absolutel, positi"el do in an eLcellent #ashion to produce the
most
important and "alued results eLpected o# ou' 3esol"e toda to become a
Hdo*it*tooursel#*
pro4ect%I >or the rest o# our career, dedicate oursel# to continuall learning
and
impro"ing in those areas where top per#ormance is most "ital to our
success% Getting
better at our ke tasks is one o# the best time sa"ing techni+ues o# all%
C% H/hat can I and onl I do that, i# done well, will make a real di=erence'I
1here is alwas something that onl ou can do that can make a signi$cant
di=erence to
our li#e and our work% I# ou don,t do it, it won,t get done% No one else will
do it #or
ou% 5ut i# ou do it, and ou do it well, it can make a signi$cant di=erence%
/hat is it'
D% H/hat one skill, i# I de"eloped and did it in an excellent #ashion, would
ha"e
the greatest positi"e impact on m career'I 1here is alwas one skill that i#
ou de"eloped
it and did it well, would ha"e a greater and more positi"e impact on our
career than an
other single skill% Jour 4ob is to identi# that skill and then put our whole
heart into
becoming absolutel eLcellent in that area, whate"er it is%
E% H/hat one result, i# I achie"ed it consistentl #or m customers, would
most
satis# those customers and bring me the greatest number o# additional
customers'I /hat
must our customer be absolutel con"inced that he or she will recei"e #rom
ou in order
to bu our product or ser"ice and to recommend it to his or her #riends' 2ow
could ou
impro"e our +ualit and ser"ice in that area'
F% 1he $nal +uestion #or personal success, number se"en, is thisK H/hat is the
most "aluable use o# m time right now'I (se this +uestion as our guiding
star
throughout the da% Keep asking, What is the most valuable use of my
time, right
now?
All )ay -ong
I# ou could onl per#orm one task all da long, what one thing could ou do
that
would contribute more "alue to our li#e and work than an other single task
or acti"it'
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Whatever your answer% #ut mastery of that tas$ at the to# of your
list of #riorities&
)edi!ate yourself to getting "etter and "etter doing the one thing
that !an ma$e more of a
di=eren!e than anything else& This is the $ey to getting su#er"
results at every stage of
your life and !areer&
n!e more% here then are the DC $ey ideas in the Tur"ostrategy
#ro!ess:
:% Start Where You AreK 0o a complete and honest analsis o# our
business as it is
toda, including the current status o# our sales, re"enues, pro$tabilit and
the market
situation around ou%
D& )raw A -ine .nder the Past: &ppl )ero based thinking to e"er part o#
our
business% I# ou were not doing it toda, knowing what you now know, would
ou get
into it again toda'
6& Condu!t A (asi! (usiness Analysis: .Lamine our products, ser"ices,
processes,
and acti"ities as i# ou were looking at them #or the $rst time% 5e prepared to
ask oursel#
the Hbrutal +uestionsI about each one o# them%
E& )e!ide E2a!tly What You Want: 7et clear, written, measurable goals
and
ob4ecti"es #or oursel# in each part o# our business%
7& )esign Your Ideal Future: Pro4ect #orward <*D ears and imagine that
our
business was ideal in e"er respect% /hat would it look like' /hat could ou
do, starting
toda, to make that #uture "ision into a current realit'
:& Create A 3ission Statement: 0ecide eLactl what it is ou want to
accomplish
#or others with our business% -ake it measurable% -ake it eLciting% 7hare it
with
e"erone%
;& <einvent Your rgani'ation: Imagine starting our business or career
o"er again
toda, with our present knowledge and eLperience% /hat would ou do
di=erentl'
?& Sele!t the <ight Peo#le: >ull SDN o# our success in business will be
determined b the people ou choose to work with and #or% 1ake the time to
make good
personnel decisions%
I& 3ar$et 3ore E=e!tively: 1hink through e"er part o# our marketing
strateg b
appling the #our principles o# speciali)ation, di=erentiation, segmentation
and
concentration to e"er product and ser"ice%
C@& Analy'e Your Com#etition: 0ecide eLactl who ou are competing
against, and
wh it is that our prospecti"e customers pre#er to bu #rom them% 2ow could
ou o=set
this percei"ed ad"antage'
CC& )o It (etter% Chea#er% FasterK Continuall seek was to ser"e and
satis# our
customer in a superior #ashion to an one else in our market% Ne"er stop
raising the bar
on oursel#%
CD& Change Your 3ar$eting 3i2: Imagine being our own management
consultant
and asking oursel# hard +uestions about the appropriateness o# our
product, price,
place and promotion in toda,s market%
C6& Position Your Com#any For Su!!essK 0etermine how ou want to be
thought
about and talked about b our customers and prospecti"e customers% /hat
are the "er
best words the could use to describe ou'
CE& )evelo# Strategi! (usiness .nits: 0i"ide our products and ser"ices
into one
o# #our categoriesK cash cows, stars, 3uestion marks and dogs% -ake one
person
responsible #or sales and pro$tabilit #or each product or group o# products%
C7& Sell 3ore E=e!tively: >ocus single*mindedl on upgrading the +ualit
o# our
sales e=ort% 2ire more selecti"el, train more thoroughl, and manage more
pro#essionall% 7ales are the li#eblood o# the business%
C:& Eliminate the (ottlene!$s: Identi# the #actors that determine how
#ast ou
achie"e our goals o# sales and pro$tabilit% Concentrate on alle"iating these
bottlenecks
in e"er part o# our business%
C;& <eengineer Your Com#any: Continuall seek was to streamline and
simpli#
the process o# producing and selling our products and ser"ices% Learn to
delegate,
outsource, downsi)e and eliminate the compleLit o# e"erthing ou do%
C?& Pum# .# Your Pro/ts: ."aluate e"er product and ser"ice to
determine eLactl
how much net pro$t ou are actuall earning #rom each item ou sell% 3esol"e
to
discontinue products and ser"ices that are not as pro$table as others, and
channel more
resources into those products that are the mainstas o# our business%
CI& Commit To Continuous Im#rovement: Install the Kai)en process o#
Hcontinuous bettermentI into our compan% >ind out how our customer
de$nes
H+ualitI and then continuall stri"e to eLceed eLpectations%
D@& Con!entrate n The Core: Identi# the most important products and
ser"ices
ou o=er, and then #ocus on getting better and better selling more and more
o# them%
Probabl M;N o# the market potential #or our core products has not et been
tapped%
@:% Fo!us n <esults: Concentrate our best energies and resources on
getting the
most important results possible #or our compan% 7et priorities in e"er area
and then
work single*mindedl to complete the #ew tasks that are more "aluable than
e"erthing
else put together%
1he most important part o# the 1urbostrateg is not what ou learn, but the
actions ou
take, and how +uickl ou take those actions% 1here is a direct relationship
between how
#ast ou mo"e on a new idea and how likel it is that ou will e"er mo"e on a
new idea%
3esol"e toda to become intensel action*oriented #or the rest o# our career%
Rust do it!
The Tur"ostrategy Pro!ess