A diagram of a Customer Experience Map is a great document to have in your Operations Manual.
Procrastination is a paralyzing quandary that many of us deal with on a daily basis in business. It's easy to become sidetracked, even immobilized, choosing to deal with non-essentials that require little commitment or perseverance, rather than face opposition or confrontation.
WHY do so many owners choose to endure PAIN on a daily basis? WHAT could I possibly say to convince them, that without written processes for their day-to-day operations, they are doomed to endure longer and longer hours, stress, errors, lost revenue, rework, sleepless nights, tears, internal backbiting, dissatisfied customers—two steps forward and three steps back?
What does a business owner or manager do when the PAIN OF DISORGANITIS strikes?
Your current business may NOT be your "calling;" however, if you take the cards you’ve been dealt—even if you feel stuck in a business you think now you should never have started or taken over—there IS a way out.
Marketing in today environment changes rapidly and it takes an effort to keep up. What if you had many "MINI-YOUs" to help get work done? If you have access to a written system, another person can do a task or process as if YOU were doing it yourself—a veritable MINI YOU!
Many of the budget-killing mistakes that risk customer loyalty can be dramatically reduced or eliminated by putting together simple checklists, and getting everyone to follow them. Ah, there's the rub, you say! How do you make systems work consistently? We found the way!
Podcasters have taken over my 40-plus-minute drive time most weekday mornings over the past few months. I especially enjoy listening to those who interview authors of business books. Last week, a certain guest author was speaking about his former boss who often shared his approach to marketing using the analogy of the habits of woodpeckers and peacocks.
My son Brandon, who had just finished a training session on our software with a new client, walked into my office the other day with a big grin on his face to relay what the client had just said during training. "Dad," he said, still grinning, "our new client told me his employees HATE the new systems."
Implementing proper systems for operating a business—and MEASURING incentive programs that are fair to the employee AND to the employer—is not for "mice," or the faint of heart.
I was doing some research, recently, about Internet radio and podcasting that lead me to a business acquaintance who happened to be producing an Internet show, featuring "obscure" music. He told me he had a growing audience of listeners from all over the world, and suggested that our company be a sponsor for his show.
An EXIT—Stage LEFT business was not a pretty site for many Boomers who lost heavily during the Great Recession. How many "Boomer" business owners out there wish they would have sold their company a few years before the Great Recession?
Here’s a scary picture (just in time for Halloween?) of a fairly typical American business...in most businesses there are thousands of details and variables that MOST workers try to commit to MEMORY; any of which, if botched or forgotten, eat up a company’s profits each year. SCARY!
Do you know a "John Galt?" They’re the ones many current television shows, movies, and the politically-correct ("PC") crowd like to characterize as "greedy, underhanded" people who "can't be trusted to give workers a fair wage" or a clean work environment.
The old idiom, "You win some and you lose some," when applied to a business, can mean customers coming in the front door and going out the back door—in other words, the business is just running in place, going in circles, but not gaining ground—NOT GROWING.