Recently I received a letter from one user of By The Numbers. I had posed a question in regards to marketing and how to convince business owners everywhere that they need to be knocking down our doors for the chance at a dynamite product that can make all the difference in running their businesses. Here's what I received:
By the Numbers Thoughts by One User
"Great points regarding By The Numbers:
The software works absolutely well in these manners for me:
a. I have no doubt what advertising works and what advertising does not work. This motivates me in these weird times with the third driest summer ever recorded for rain to keep trying to come up with a message that gets a response that will pay for itself.
b. It has also has helped me to make decisions regarding sales reps. Not enough leads, who should I keep and who should I let go? Example, the last person I wanted to let go (and would not have without the numbers) was (name withheld). The numbers left me no choice and did not allow me to use my personal prejudices or feelings in making that decision. So, I know that the leads we do have are being utilized the best they possibly can be.
The point I am making in the above statements is that I have absolutely no doubt that something will work and will work well regardless of what the economy is so I am not going to “lay down and die” like so many seem to be doing. I will find a way to thrive regardless of what is going on around us and By The Numbers helps me to be fearless in making the decisions that need to be made because I know when we are starting to “turn the tide” (which we are) By The Numbers will immediately let me know that it is starting to work (and it is letting me know)."
Well, I thought he pointed out some very good points here. Given the circumstances in the natural environment that obviously affect his business, he is still able to adjust his marketing to the times. It appears that he had a sales rep who he really didn't want to let go for whatever reason; however, being his decisions need to be based on what is good for the company instead of what he'd LIKE to do, he is unable to just turn a blind eye because those numbers are staring at him in black and white. Why wouldn't someone want to track? Allergic reaction to new systems? Managers don't want to be held accountable? I think it must be because owners simply don't understand the importance of numbers.
Guess I have to market to that. WINNERS KNOW THEIR NUMBERS!
Until next week, I wish you much success.
Susan
Friday, October 16, 2009
Tuesday, October 13, 2009
By The Numbers - Measuring Success
"When performance is measured, performance improves. When performance is measured and reported back, the rate of improvement accelerates."
-Thomas S. Monson
The first thing that came to mind when I read this quote was my job at the corn factory years ago as a young college student. During the hot summer months I, along with many others, stood there six days a week, 12 hours a day shoving corn through the cutter!
As monotonous as it sounds, I had about the best job in the place. Know why? They tracked to MOTIVATE! They had a system in place that paid me on performance. Sure, I could make my minimum wage just ambling my way through the night, but I also knew that if I didn't perform I would find myself working in another part of the factory that didn't offer performance pay. In other words, the more cobs of corn I shoved through, the more money I made. The more money I made, the easier my school year would be!
Every hour my co-workers and I went to check our numbers (as well as everyone else's), and we'd come back in with either a big smile and the enthusiasm to continue or a pinched lip of determination to pass up the next guy during the next hour. It goes without saying that their little system of tracking most certainly sped up the bottom line for the company.
Performance was constantly measured, and it was instantly available to us. We lived for those numbers. I'm not sure how motivated we would've been to keep plugging away if we would have only known our numbers at the end of the two-week pay period. Those nights on our feet, sweating away would've become even longer!
This particular canning company that I speak of is worldwide and very successful. The big goals of the company start with the individual goals of the workers at the very bottom level. That's how it needs to be in business: if you take care of the little goals, the big ones will take care of themselves!
How do you give your employees feedback? Is it a big stack of meaningless papers? Is it condensed to one simple chart or graph? How often? Is it hourly, daily, weekly, monthly? You need to figure out the feedback your workers need in order to attain their goals so that you can attain yours!
Winners Know Their Numbers!
Until next week, I wish you continued success!
Susan
-Thomas S. Monson
The first thing that came to mind when I read this quote was my job at the corn factory years ago as a young college student. During the hot summer months I, along with many others, stood there six days a week, 12 hours a day shoving corn through the cutter!
As monotonous as it sounds, I had about the best job in the place. Know why? They tracked to MOTIVATE! They had a system in place that paid me on performance. Sure, I could make my minimum wage just ambling my way through the night, but I also knew that if I didn't perform I would find myself working in another part of the factory that didn't offer performance pay. In other words, the more cobs of corn I shoved through, the more money I made. The more money I made, the easier my school year would be!
Every hour my co-workers and I went to check our numbers (as well as everyone else's), and we'd come back in with either a big smile and the enthusiasm to continue or a pinched lip of determination to pass up the next guy during the next hour. It goes without saying that their little system of tracking most certainly sped up the bottom line for the company.
Performance was constantly measured, and it was instantly available to us. We lived for those numbers. I'm not sure how motivated we would've been to keep plugging away if we would have only known our numbers at the end of the two-week pay period. Those nights on our feet, sweating away would've become even longer!
This particular canning company that I speak of is worldwide and very successful. The big goals of the company start with the individual goals of the workers at the very bottom level. That's how it needs to be in business: if you take care of the little goals, the big ones will take care of themselves!
How do you give your employees feedback? Is it a big stack of meaningless papers? Is it condensed to one simple chart or graph? How often? Is it hourly, daily, weekly, monthly? You need to figure out the feedback your workers need in order to attain their goals so that you can attain yours!
Winners Know Their Numbers!
Until next week, I wish you continued success!
Susan
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