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Barriers to effective planning
Communication policy essential for the growing SME This is a summary of a talk given by Martin Kuhne of Ibis Associates in Bremen to an audience of small business advisors in September 2004. Background One of the most serious barriers that a...
Customer Service Is Still The Key To SUCCESS!
Pick any industry. Who is at the top? How did they get there? I can guarantee the answer to that question is two words: "customer service." Sure, cost is important, variety is important, all those things are important. But when you're new to a...
Does Your Website Make The Grade?
If you aren't making money after sending any quantity of visitors at all to your website then you may be making simple mistakes that ARE costing you money and affiliate signups. I remember my own first marketing website it was like a night on...
How To Start Your Own Business and Be Successful
In the Movie and Play “South Pacific” there is a song called “Talking.” The words to that song go like this. Feel free to sing it. “Talking, talking, talking, talking, talk. Talk about thing you’d like to do. You have to have a dream. If you don’t...
Sales Myth #14 – Enthusiasm is the Key to a Successful Sales Pitch
There are many myths associated with the culture of selling. The social sciences characterize a myth as a story or theme that embodies a particular idea or aspect of a culture.
Here's the "story" on which Sales Myth #14 is based:
An...
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THE ART OF PROFIT PREVENTION
I have always noticed achievers who stand above the crowd. I can’t help but notice when people work together to achieve the extraordinary.
Today, I’d like to call special attention to a special breed of executive or manager. Their expertise has nothing to do with increasing productivity, enhancing communication, encouraging teamwork, or improving profitability. In fact, it’s the exact opposite. I like to call them Profit Prevention Managers. They are the ones who invent and later enforce the profit prevention policies that make it so difficult for those around them to be productive employees.
How do you know when you’ve met a Profit Prevention Manager? Here are a few clues:
1.They’re the first to shoot down a new idea. “That’s not the way we do things around here,” or “We’ve always done things this way,” describes their decision-making rationale. They are incapable of realizing that what worked in the past will not always work in the future. (If everybody thought like this, we’d probably still live in caves.)
2.Their concept of a hiring process is best described as hire and hope. They keep hiring until they get an employee to stick. (How much is wasted on recruiting and unnecessary retraining?)
3.They think that time and money spent on educating an employee are wasted when an employee leaves and that training is a waste of money. (What about the cost of ignorance?)
4.They think they have to hire anyone who walks in the door. Unemployment is low and it becomes an excuse for bad hiring
since there are open positions and only a few candidates to fill them. (Just because someone is looking for a job, it doesn’t mean they are looking for work. High-risk candidates steal, fake injuries, show up late, or don’t show up for work at all.)
5.They think they should send a sales rep into the field without any training so that they can evaluate if the new guy can take the rejection and is tough enough to stick it out. (The average cost per sales call is approximately $200-$350 per call. I don’t think there is a more expensive way to teach salespeople how to sell than to have them practice in front of current or potential clients.)
I’m convinced that it takes hard work to master the art of profit prevention. Someone must be willing to ignore all the books, audiocassettes, videos, consultants, and educators who make the strategies for success accessible. They must be willing to sacrifice their ego and fend off common sense. Their reputation for profit prevention hinges on their ability to eliminate the distractions associated with total quality or process improvement initiatives. And, if you can believe it . . . they always get the blame when things don’t go well.
Copyright 2001, Mason Duchatschek
About the Author
Mason Duchatschek is the president of AMO-Employer Services, Inc., in St. Louis, Missouri, and co-author of the book Sales Utopia: How to Get the Right People, Doing the Right Things, Enough Times. His phone number is 1-800-245-0445, and his company’s website is www.amo-es.com.
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