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Everyone involved in running a business from the smallest start-up to a major corporate dreams about how to achieve sustained profitable growth. I'm a great believer that business is simple - it's only us human beings that make it complex. If you simplify business, and that is best done in my experience by "getting up in the helicopter" and looking at the big picture, it is remarkable how much you can see! I recently researched CEOs and I asked them one question: "What is the biggest challenge to achieving sustained profitable growth in your business"? 37% responded that their single biggest challenge was people - the recruitment, retention and motivation of people. Why did that not surprise me? Well I often find that we are so myopic and stuck with our traditions that we lose sight of the big picture - and the need to keep it simple. In recruitment for example I still find a many companies, small and large, that rely on an interview, or maybe a couple of interviews, to select new employees. It is generally recognised that by using this method we get it right just two out of five times. Would we live with that success rate in any other part of our business? – NO of course we wouldn’t! To improve that success rate you must firstly ensure that the person you are selecting can do the job. Obvious? Of course it is – but everything is from the helicopter! However ask yourself, if, for example, you are recruiting a Salesperson do you put them in a real selling situation and see how they measure up? - If it's a Finance person do you provide them with a set of real figures to analyse for you? The second most important need from my research is for sales growth. Here again there is the need to look at the big picture. I find that whenever people set out plans for sales growth they always start by putting together plans to seek out and win new customers - and they may even develop sophisticated, and expensive, programmes for getting those new customers. Why? Why do we start there? Surely the easiest place to start is with our existing customers, ask yourself: • Do all our existing customers actually know about our full product range and all the services we offer? Often they don't. • Have we looked at ways by which we can increase the revenue we achieve from each of our existing customers? Often we haven't. I guarantee that the more you think about the initiatives you can take with your existing customers the more ideas you will come up with. I've only touched on one or two aspects of people recruitment and sales growth here but the reality is that if you really can "get up in the helicopter" and look at each part of your business with a view to keeping it as simple as possible you will find that the achievement of that profitable growth you seek really is easy! Royalty Free Coaching Products. - Keep 100% of the profits by selling your own royalty free coaching products! Type At Home - Converts All Traffic Ez. - www.type-at-home.com/affiliates.html - Stop wasting your time for Tiny Profits! Try it and See for Yourself! Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. The Crisis Of Modernity THE CRISIS OF MODERNITY Since the beginning of the industrial era our world has been facing what some historians call an ongoing 'crisis of modernity'. As fast as we adjust to new circumstances, the circumstances change again, and, the rate of change seems to be multiplying exponentially. Of all the demands imposed by twenty first century leadership, perhaps the toughest is the ability to not only manage change but to instigate it, control it and to be it's master. Dealing with the ever increasi… 2. 7 Essential Elements To Every Organizational Change By Michael Beitler [This article is based on excerpts from the special report "Overcoming Resistance to Change" by Dr. Mike Beitler.]Senior management often creates a plan for implementing an organizational change while completely ignoring the following elements necessary for every organizational change. Without these elements the attempted changes will always create a large amount of resistance. Change leaders and facilitators beware!1. Involve the people who will be affecting (and affected by) the change. (No … 3. Stop Trying to Motivate Me! Part II By Peter Hunter Stop trying to motivate me! Part II Or Why are you trying to make me angryThroughout our industries, both public and private, there persists a perception that motivation is a commodity to be handed out by the manager at his own discretion.Nobody seems to consider the effect of what would happen, if instead of finding time for motivational speeches and conferences, we spent the same amount of time and energy looking for the reasons that people become demotivated in the first place, then simply… 4. The Punitive Approach to Marginal Performers By Andrew E. Schwartz MANAGING A MARGINAL PERFORMER: Often a marginal performer, even after therapeutic counseling, may not understand that his or her work is seen as substandard. The manager will have to ask the employee directly how the performance could be improved. If the manager still meets with resistance or avoidance, as a last resort he or she will have to give suggestions.THE PUNITIVE APPROACH: If the unsatisfactory performer refuses to commit to a self-proposed improvement program, or belligerently denies… |
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