jbl enterprises 1 for allowing me to speak at your conference for the third time! james larsen
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JBL ENTERPRISES1
FOR ALLOWING ME TO SPEAK AT
YOUR CONFERENCE FOR THE THIRD
TIME!
JAMES LARSEN
JBL ENTERPRISES2
BY: JAMES B. LARSEN
JBL ENTERPRISES
THE PROFITMOVERS™ GUIDE TO BUSINESS
SUCCESS
JBL ENTERPRISES3
“INCREASE REVENUES”
COOK
THE
BOOKS
JBL ENTERPRISES4
JBL ENTERPRISES5
6 MONTHS GREAT
SO WHAT ARE YOU GOING TO DO ABOUT IT?
6 MONTHS BAD
JBL ENTERPRISES6
WHY HAVE WE FAILED IN ACHIEVING OUR GOALS?
WE WERE ALLOWED TO FAIL. NO NEGATIVE CONSEQUENCES. ONLY POSITIVE CONSEQUENCES.INDIVIDUALLY WE WERE INTERESTED BUT NOT DEDICATED.SOME OF US WERE ALLOWED TO OPERATE IN OUR COMFORT ZONE.WE PROCESSED A PARADIGM TO FAIL.NOT FOCUSED. WE HAD OUR TARGETS BUT DID NOT FOCUS ON ACHIEVING THEM.WE WERE NOT HELD ACCOUNTABLE FOR ACHIEVING OUR GOALS.WE DID NOT POSSESS THE INTERNAL FORTITUDE. INDIVIDUALLY WE WERE NOT PERSISTENT AND CONSISTENT.
(READ THIS PERIODICALLY, AT LEAST MONTHLY AND ADJUST YOUR THINKING ACCORDINGLY)
JBL ENTERPRISES7
WHY HAVE WE FAILED IN ACHIEVING OUR GOALS?
THERE WAS NO FEELING OF URGENCY.WE SHOULD START “FIRED UP” AND BE DEFUSED BY THE FIRST ONE-THIRD LOSSES.OUR COMMUNICATIONS WERE NOT SUFFICIENT.OUR TEAMWORK WAS WEAK.OUR “COUNTER MANAGEMENT” WAS INSUFFIENT AND THEREFORE COSTLY.NATIONAL ACCOUNT SALES WERE UNDEVELOPED.AN ABSENCE OF FORMAL PROCESSES.NOT COMMITTED TO CHANGING OUR BUSINESS MIX.
(READ THIS PERIODICALLY, AT LEAST MONTHLY AND ADJUST YOUR THINKING ACCORDINGLY)
JBL ENTERPRISES8
JBL ENTERPRISES9
SALES ANALYSIS SCORING
0-33 POINTS - YOU FLUNKED THE TEST
34-66 POINTS - YOUR SALES TEAM IS MEDIOCRE AT BEST
66-102 POINTS – WHEN YOUR SALES TEAM FALLS IN THIS RANGE YOU ARE SUCCESSFUL IN INCREASING SALES
JBL ENTERPRISES10
HOW CAN I INCREASE SALES?
JBL ENTERPRISES11
WHO DO I KNOW?
WHO DO I KNOW FROM MY OLD JOB?
WHO DO I KNOW CONNECTED WITH A SCHOOL I
ATTENDED?
WHO DO I KNOW BECAUSE OF A CERTAIN HOBBY?
WHO DO I KNOW BECAUSE OF MY CONTACTS
THROUGH PUBLIC OR CHARITABLE INTERESTS?
WHO DO I KNOW BECAUSE I OWN MY HOME OR RENT?
JBL ENTERPRISES12
WHO DO I KNOW?
WHO DO I KNOW BECAUSE I LIVE OR HAVE LIVED IN A
CERTAIN NEIGHBORHOOD?
WHO DO I KNOW BECAUSE I DRIVE A CAR?
WHO DO I KNOW BECAUSE OF MY EXPENDITURES?
WHO DO I KNOW BECAUSE OF MY CHILDREN?
WHO DO I KNOW BECAUSE OF MY CHURCH
ACTIVITIES?
JBL ENTERPRISES13
WHO DO I KNOW?
WHO DO I KNOW BECAUSE OF MY
WIFE’S ACTIVITIES?
WHO DO I KNOW BECAUSE OF MY
CLUB ASSOCIATIONS?
ASK WHO YOU KNOW
WHO’S MOVING
JBL ENTERPRISES14
TO BE A PROFITMOVER™ WE MUST HAVE A SALES
PLAN WITH GOALS THAT
EMPHASIZE
ADDED VALUE SELLING SO WE CAN PRICE OUR
SERVICES AT A PROFIT
JBL ENTERPRISES15
GOALS
THE PURPOSE OF GOALS IS TO FOCUS OUR ATTENTION. THE MIND WILL NOT REACH TOWARD ACHIEVING GOALS UNTIL IT HAS CLEAR OBJECTIVES.
THE MAGIC BEGINS WHEN WE SET GOALS. IT IS THEN THAT THE SWITCH IS TURNED ON, THE CURRENT BEGINS TO FLOW, AND THE POWER TO ACCOMPLISH BECOMES A REALITY.
JBL ENTERPRISES16
DO YOU HAVE REALISTIC SALES GOALS?
JBL ENTERPRISES17
TO SELL FOR A PROFIT SALESPEOPLE MUST
BE RESPONSIBLE FOR PROFITUNDERSTAND THEIR COST OF SALESWORK AT SELLING OTHER KINDS OF SERVICESDEVELOP A SALES PLAN WITH GOALS THAT ARE MEASURABLEUNDERSTAND THE PRICE/COST EQUATIONLEARN TO SELL ADDED VALUEBE PERSISTENT AND CONSISTENT
JBL ENTERPRISES18
EXCELLENCE IN GOAL SETTING
YOUR GOALS MUST BE BELIEVABLEYOUR GOALS MUST BE CLEARLY DEFINEDYOUR GOALS MUST BE ARDENTLY DESIREDYOUR GOALS MUST BE VIVIDLY IMAGINEDYOUR GOALS MUST BE IN WRITING
JBL ENTERPRISES19
Salesperson: George Smith Co: Awesome Movers
Year: 2005
% Per Month Revenue by Month Revenue Goals YTD
January 7.2 $20,160
February 5.0 14,000 $34,160
March 5.5 15,400 49,560
April 6.4 17.920 67,480
May 10.7 29,960 97,440
June 15.1 42.280 139,720
July 11.0 30,800 170,520
August 13.2 36,960 207,480
September 7.5 21,000 228,480
October 7.0 19,600 248,080
November 6.2 17,360 265,440
December 5.2 14,560 280,000
100.0% $280,000 $280,000
MONTHLY TERRITORY GOAL SHEET
JBL ENTERPRISES20
SalesCost of SalesClosing RatioDiscount %Average Order ValueAverage No. of Phone Calls Per DayAverage No. of Direct Calls Per DayPercentage of Self Generated Leads
SALES STANDARDS AND GOALS
$280,00016.3%
50%60%
$1,00042
50%
JBL ENTERPRISES21
WHO SETS PRICE IN OUR INDUSTRY?
JBL ENTERPRISES22
--DR. W. EDWARDS DEMING
JBL ENTERPRISES23
HOW TO SELL VALUE
STEP 1 FEATURE = A MERIT OR GOOD CHARACTERISTICS
STEP 2 BENEFIT = WHAT’S IN IT FOR ME?
STEP 3 PROOF = WHO SAID SO?
STEP 4 AGREEMENT = IS THAT IMPORTANT?
JBL ENTERPRISES24
PRICE OBJECTION
COMPETITION?
PERCEIVED VALUE?
YOU?
JBL ENTERPRISES25
SELF 1._________________________________
2._________________________________
AGENCY 1._________________________________
2._________________________________
VAN LINE 1.__________________________________
2.__________________________________
SELLING ADDED VALUE
JBL ENTERPRISES26
WE ARE A GREAT COMPANY, AN INCREDIBLY EXCITING PLACE TO BE; WE ARE HERE TO MAKE PROFIT; WE HAVE
SO MUCH MORE YET TO ACCOMPLISH, SO MUCH UNCAPTURED OPPORTUNITY; EVERY OUNCE, EVERY FIBER, EVERY DOLLAR, EVERY MINUTE OF OUR TIME AND EFFORT WILL FOCUS ON REALIZING OUR POTENTIAL AND MAKING A
PROFIT.
WE WILL RUTHLESSLY PURSUE ANYTHING THAT CONTRIBUTES TO THAT END.
JBL ENTERPRISES27
MANAGEMENT MUST
EDUCATE SALESPEOPLE ABOUT COST AND THEIR RELATIONSHIP TO PRICEGET SALESPEOPLE TO UNDERSTAND THEY ARE RESPONSIBLE FOR PROFITTRAIN SALESPEOPLE TO SELL A DIFFERENT MIX OF BUSINESSMAKE SALESPEOPLE BE ACCOUNTABLE FOR THEIR SALES PLANEDUCATE AND TRAIN SALESPEOPLE TO SELL ADDED VALUE.BE PERSISTENT AND CONSISTENT
JBL ENTERPRISES28
DO YOU KNOW YOUR COSTS?
SALES COSTSOVERHEAD COSTSLABOR COSTSMATERIAL COSTSVEHICLE COSTSCLAIMS COSTSWAREHOUSE COSTS
JBL ENTERPRISES29
WHY COST OF SALES?
JBL ENTERPRISES30
COST OF SALES ANALYSIS
Salesperson: George Smith Company: Awesome Movers Year: 2005
Projected Actual Sales (Annually) $280,000
MONTHLY AVERAGE 23,333
ACCEPTABLE COST OF SALES (20%) 46,600
1. Commission or Salary 35,000
2. FICA 2,592
3. FUT 207
4. SUT 425
5. Workman’s Compensation 416
6. Blue Cross 1,620
7. Sales Expense 500
8. Life Insurance 240
9. Pension 1,000
10. Car 3,600
11. Other
TOTAL $45,600
EXPENSES (ITEMS 2-10) $10,600 (3.8%)
COMMISSION (ITEM 1) $35,000 (12.5%)
TOTAL (COST OF SALES OF ALL ITEMS 1-11) $45,600 (16.3%)
JBL ENTERPRISES31
WHAT ARE YOUR FIXED COSTS?
ESTABISH ANNUALLY, A METHOD OF ACCUMULATING OVERHEAD COSTS
JBL ENTERPRISES32
JACK WELCH
JBL ENTERPRISES33
DO YOU KNOW YOUR LABOR COSTS?
LABOR IS ONE OF THE BIGGEST COST AREAS IN MOST COMPANIES. THIS REQUIRES MANAGEMENT TO NOT ONLY UNDERSTAND THE TOTAL LOADED COST OF AN EMPLOYEE AT A CERTAIN POSITION, BUT ALSO UNDERSTAND WHAT THE PRODUCTIVITY SHOULD BE.
JBL ENTERPRISES34
LABOR COST
JBL ENTERPRISES35
DO YOU KNOW YOUR MATERIALS COST?
JBL ENTERPRISES36
MATERIALS COST
JBL ENTERPRISES37
DO YOU UNDERSTAND YOUR EQUIPMENT COST?
UNDERSTANDING AND CONTROLLING EQUIPMENT CAN HELP IMPROVE PROFITABLILITY
JBL ENTERPRISES38
EQUIPMENT COSTS
JBL ENTERPRISES39
DO YOU UNDERSTAND YOUR CLAIMS COST?
NEED A SYSTEM THAT TELLS YOU WHO OR WHAT IS CAUSING CLAIMSNEED A TRAINING PROGRAMNEED AN AWARENESS
(WE DON’T LIKE IT SO WE DON’T DEAL WITH IT!)
JBL ENTERPRISES40
CLAIMS COSTS
JBL ENTERPRISES41
DO YOU UNDERSTAND YOUR WAREHOUSE COSTS?
JBL ENTERPRISES42
WAREHOUSE SPACE ANALYSIS
SEE HANDOUT #3
JBL ENTERPRISES43
REVENUE/SQUARE FOOT ANALYSIS
YOUR MONTHLY REVENUE IS $50,000 AND YOUR SQUARE FOOTAGE IS 60,000 –YOUR REVENUE PER SQUARE FOOT IS______
PERCENTAGE OF FULL VAULTS TO EMPTY VAULTS - YOU HAVE 500 FULL VAULTS AND YOUR TOTAL VAULT COUNT IS 1,000 THE PERCENTAGE OF FULL VAULTS IS_________
PERCENTAGE OF HOURS PAID TO REVENUE BILLED FOR WAREHOUSE HANDLING. YOU PAID A LABOR COST OF $5,000 FOR WAREHOUSE HANDLING AND YOU BILLED $6,000 FOR WAREHOUSE HANDLING.YOUR PERCENTAGE OF REVENUE BILLED FOR LABOR COST IS______
JBL ENTERPRISES44
WAREHOUSING & INVENTORY CONTROL
DEVELOP AND USE A SYSTEM (HOPEFULLY COMPUTER ASSISTED)
JBL ENTERPRISES45
TO BE A PROFITMOVER™
PRODUCTIVITY MUST BE MEASURED!
JBL ENTERPRISES46
STANDARDS OR BENCHMARKS
HAVE YOU ESTABLISHED STANDARDS OR BENCHMARKS FOR EVERYONE IN YOUR COMPANY?
WHY IS IT IMPORTANT?
JBL ENTERPRISES47
INDUSTRIAL PRODUCTIVITY STANDARDS
PACKING
LOADING
UNLOADING
DENSITY
7 UNITS PER MAN HOUR
500# PER MAN HOUR
750# PER MAN HOUR
7# PER CUBIC FOOT
JBL ENTERPRISES48
DO YOU HAVE COUNTER MANAGEMENT IN PLACE?
SET STANDARDS!
USE COUNTER MANAGEMENT!
JBL ENTERPRISES49
COUNTER MANAGEMENT
Date_____ Shipper ____ # ____Driver________ Helper _____
Goal Actual
Number hours
Number of units packed per hour 7 Units
Number of pounds loaded per hour 1000#
Number of pounds unloaded per hour
1500#
Time start 8:00 am
Time end 5:00 pm
Time total 9:00 less 1 hr. lunch
JBL ENTERPRISES50
COUNTER MANAGEMENTANALYSIS
SEE HANDOUT #4
JBL ENTERPRISES51
COUNTER MANAGEMENT ANALYSIS
TWO PACKERS PACKED 100 UNITS IN 8 HOURS – HOW MANY UNITS DID THEY PACK PER HOUR? ANSWER________.
TWO MOVERS LOADED 10,000# IN 8 HOURS – HOW MANY POUNDS WERE LOADED BY THESE TWO MOVERS PER HOUR? ANSWER_______.
THREE MOVERS UNLOADED 20,000# IN 8 HOURS – HOW MANY POUNDS WERE UNLOADED BY THESE THREE MOVERS PER HOUR?
ANSWER________.
JBL ENTERPRISES52
HOW FAST ARE YOU DISPATCHING YOUR CREW IN THE MORNING?
JBL ENTERPRISES53
HOW FAST ARE YOU INVOICING YOUR CUSTOMERS?
JBL ENTERPRISES54
IF YOU DON’T INVOICE FAST…
YOU WILL NOT BE A PROFITMOVER™
BILL
JBL ENTERPRISES55
DO YOU KNOW WHAT YOURBREAK-EVEN IS?
ALL PROFITMOVERS™ KNOW THEIR BREAK-
EVEN, SO THEY KNOW
WHEN THEY WILL BE
MAKING A PROFIT
ROAD TO
SUCCESS $$$
JBL ENTERPRISES56
DO YOU HAVE ORDER CONTROL?
A PROFITMOVER™ ACCOUNTS FOR EVERY ORDER!
BILL YOUR CUSTOMERS FASTER.ACCOUNT FOR REVENUE IN THE PROPER PERIOD.SPEED UP THE CASH FLOW.FIND MISSING PAPERWORK.BILL MORE ACCURATELY.STOP BATCH BILLING.CAUSE DISPATCH/OPERATIONS TO OPERATE MORE SMOOTHLY.
JBL ENTERPRISES57
DO YOU HAVE A MONTHLY REVIEWAND ANALYSIS REPORT
JBL ENTERPRISES58
MONTHLY REVIEW AND ANALYSIS REPORT
GOAL ACTUAL
FINANCIALS COMPLETED BY 15th
DRIVERS PAYMENTS COMPLETED BY 10th
SALESPERSONS PAYMENTS COMPLETED BY
10th
CASH REPORT COMPLETED BY 15th
COLLECTIONS D.S.O. 30 DAYS
OVERDUE ACCOUNT LIST 10%
ACCOUNTING REVIEW
JBL ENTERPRISES59
HOW IS YOUR CASH FLOW?
PROFITMOVERS™ UNDERSTAND AND CONTROL CASH FLOW!
FAILURE TO DO SO COULD LEAD YOUR COMPANY TO FAIL, EVEN THOUGH YOU ARE SHOWING A PROFIT!
JBL ENTERPRISES60
WHAT IS CASH FLOW?
THE MOVEMENT OF CASH INTO AND OUT OF A BUSINESS. IT HAS TO DO WITH TIMING OF CASH TRANSACTIONS AND THE USE OF CASH AS AN ASSET. IT IS A PROCESS, THE WAY A COMPANY GENERATES AND USES ITS CASH.
JBL ENTERPRISES61
FINANCIAL CAUSE AND EFFECT
HIGH CARRYING COSTSLOW OPERATING PROFIT MARGINPOOR EXPENSE CONTROLHIGH INTERESTLOW OPERATING REVENUE
JBL ENTERPRISES62
FINANCIAL CAUSE & EFFECT DIAGRAM
JBL ENTERPRISES63
JBL ENTERPRISES64
WHAT DOES “THE BEST” MEAN?
“THE BEST” MEANS THREE THINGS:
1. WE WILL NEVER SETTLE FOR THE STATUS QUO. WE WILL ALWAYS DRIVE AS HARD AS HUMANLY POSSIBLE, IN AS MANY SIMULTANEOUS DIRECTIONS AS NECESSARY, AND AS FAR AS NECESSARY, AS LONG AS WE CAN IDENTIFY THINGS TO ACHIEVE THAT WE HAVE NOT YET ACHIEVED.
JBL ENTERPRISES65
WHAT DOES “THE BEST” MEAN?
“THE BEST” MEANS THREE THINGS:
2. OUR ORGANIZATION WILL BE A MERITOCRACY. THAT MEANS REWARDS – FINANCIAL, CAREER ADVANCEMENT, AND PSYCHIC – WILL BE ALLOCATED BASED ON PERFORMANCE, NOT SENIORITY, LIABILITY, OR ANYTHING ELSE.
JBL ENTERPRISES66
WHAT DOES “THE BEST” MEAN?
“THE BEST” MEANS THREE THINGS:
3. WE’RE HERE TO MAKE A PROFIT. IN FACT, WE’RE HERE TO MAKE AS MUCH PROFIT AS WE POSSIBLY CAN. PROFIT IS THE MOST ACCURATE, MOST ALL-ENCOMPASSING MEASURE OF WHETHER WE TRULY ARE THE BEST.
JBL ENTERPRISES67
WHAT DOES “THE BEST” MEAN?
PROFITS MEASURE HOW MUCH OUR CUSTOMERS VALUE THE PRODUCTS AND SERVICES WE DELIVER AND HOW EFFICIENTLY WE CAN ORGANIZE AND OPERATE TO DELIVER THAT VALUE TO OUR CUSTOMERS.
JBL ENTERPRISES68
WHAT DOES “THE BEST” MEAN?
PROFITS BENEFIT ALL OF US – PROFITS PROVIDE CASH FOR SHAREHOLDERS, FOR MANAGERS’ AND EMPLOYEES’ COMPENSATION, AND FOR INVESTMENT THAT CREATES GROWTH, THAT IN TURN CREATES REWARDING CAREER PATH OPPORTUNITIES. WHEN THE PROFITS SLOW DOWN, WE ALL SUFFER.
JBL ENTERPRISES69
PROFIT IS THE RESULT CAUSED BY MANY POSITIVE
ACTIONS
JBL ENTERPRISES70
NEVER APOLOGIZE FOR FOCUSING ON PROFITS
NEVER APOLOGIZE FOR MAXIMIZING PROFITS – THERE’S NOTHING TO APOLOGIZE FOR.
IF YOU’RE UNAPOLOGETICALLY EXCITED ABOUT PROFITS, YOU’LL MAKE MORE MONEY.
JBL ENTERPRISES71
THE PROFIT EQUATION
WE SUCCEED ONLY IF WE MAKE A PROFIT!
WE MUST HAVE A GOAL THAT SAYS, “WE ARE HERE TO MAKE AS MUCH PROFIT AS WE CAN.”
YOU MUST BELIEVE THIS, IF YOU WANT TO MAKE AN OUTSTANDING PROFIT!!
JBL ENTERPRISES72
DO YOU UNDERSTAND THE BIG EQUATION
FOR RUNNING YOURCOMPANY PROFITABLY?
JBL ENTERPRISES73
SALES (REVENUE) -
100%
DIRECT COST =
60%
GROSS MARGIN -
40%
INDIRECT COST(OVERHEAD) =
30%
PROFIT 10%
THE PROFIT EQUATION
JBL ENTERPRISES74
THE PROFIT EQUATION
5,000,000 REVENUE $6,000,000
65% (3,250,000) DIRECT COST (3,600,000) 60%
35% 1,750,000 GROSS MARGIN
2,400,000 40%
10% (500,000) COST OF SALES
(600,000) 10%
25% (1,250,000) OVERHEAD (1,260,000) 21%
0 PROFIT $540,000 9%
UNDERSTAND YOUR FINANCIAL RATIOS!
JBL ENTERPRISES75
PROFITS
IF YOU WANT STRONG CONSISTENT PROFITS, CONSIDERATION MUST BE GIVEN TO CERTAIN BUSINESS FACTORS.
BUSINESS MIXPRODUCTIVITYCAPACITYQUALITYFINANCIAL ANALYSISMANAGEMENTCOSTS
JBL ENTERPRISES76
BE A PROFITMOVER™ LET’S REVIEW
JBL ENTERPRISES77
WE SUCCEED ONLY IF WE MAKE A PROFIT!
WE MUST HAVE A GOAL THAT SAYS, “WE ARE HERE TO MAKE AS MUCH PROFIT AS WE CAN.”
YOU MUST BELIEVE THIS, IF YOU WANT TO MAKE AN OUTSTANDING PROFIT!!
BE A PROFITMOVER™
JBL ENTERPRISES78
BE A PROFITMOVER™ LET’S REVIEW
UNDERSTAND YOUR COSTSALES COSTOVERHEAD COSTLABOR COSTMATERIAL COSTVEHICLE COSTCLAIMS COST
WAREHOUSE COSTESTABLISH STANDARDSCOUNTER MANAGEMENT
JBL ENTERPRISES79
BE A PROFITMOVER™ LET’S REVIEW
INVOICE IN 24 HOURSUSE THE PROFIT EQUATIONUSE A BREAK-EVENDEVELOP ORDER CONTROLDEVELOP A BUSINESS PLANUNDERSTAND AND CONTROL CASH FLOWBE A GATEKEEPER
Bus.
Plan
24 hrs.
Break-
even
$$
JBL ENTERPRISES80
BE A PROFITMOVER™ LET’S REVIEW
DEVELOP AND USE A FINANCIAL REVIEW AND ANALYSIS REPORTHAVE A SALES PLAN
JBL ENTERPRISES81
YOUR OWN COMMITMENT TO PROFITS
DOUBLING YOUR PROFITS (OR MORE) REQUIRES EMPLOYEES WHO ARE FOCUSED, CONSISTENT, TOUGH, AND FAIR, AND WHO ARE WILLING TO STRETCH THEMSELVES TO BE DIFFERENT, BETTER AND BEST!
JBL ENTERPRISES82
BE A PROFITMOVER™
HANDOUT #5
JBL ENTERPRISES83
SALES & MARKETING
1. GET SALESPEOPLE TO SELF-GENERATE 50% OF THEIR OWN LEADS.
2. GET SALESPEOPLE TO A CLOSING RATIO OF 50% OR BETTER.
3. TRAIN SALESPEOPLE TO SELL ADDED VALUE PRODUCTS AND SERVICES.
4. TRAIN SALESPEOPLE TO UNDERSTAND THE IMPORTANCE OF GROSS MARGINS.
5. REVIEW GROSS MARGINS BY JOB EACH WEEK WITH INDIVIDUAL SALESPEOPLE.
JBL ENTERPRISES84
DISPATCH
1. REVIEW PREVIOUS DISPATCH THE MORNING AFTER SERVICE IS RENDERED FOR HOURS AND USE OF CAPACITIES.
2. USE COUNTER MANAGEMENT ON EVERY ORDER MAKING SURE YOUR DISPATCHER IS QUESTIONING THE RESULTS ON EACH ORDER.
3. REQUIRE A 15 MINUTE DISPATCH.4. MAKE SURE ALL WORKERS ARE FILLING OUT
AND GETTING YOUR ASSESSORIAL FORM SIGNED.
5. MAKE SURE THERE IS A NUMERIC JOB TICKET ON ANY WORK BEING PERFORMED.
JBL ENTERPRISES85
DISPATCH
6. DEMAND ACCOUNTABILITY FOR EVERY WORK ORDER IN THE MONTH. STRIVE FOR TOTAL ORDER CONTROL.
7. CONTROL PACKING MATERIALS. CHECK OUT AND CHECK IN.
8. CONTROL HANDLING EQUIPMENT. CHECK OUT AND CHECK IN.
9. COMPLETE ALL TIME CARDS BY 12:00 NOON THE FOLLOWING DAY OF SERVICE AND SEND TO ACCOUNTING.
10. COMPLETE ALL PAPERWORK AND SEND TO ACCOUNTING BY 12:00 NOON THE FOLLOWING DAY OF SERVICE.
JBL ENTERPRISES86
ACCOUNTING & ADMINISTRATION
1. INVOICE ALL JOBS WITHIN 24 HOURS OF SERVICE.2. WORK DAILY AT COLLECTING RECEIVABLES SO
YOU HAVE A D.S.O. (DAY SALES OUTSTANDING) OF 30 DAYS AND NO MORE THAN 10% OF YOUR RECEIVABLES OVER 60 DAYS.
3. BE A GATEKEEPER. WORK AT CONTROLLING COSTS BY REQUIRING PURCHASE ORDER CONTROL.
4. COMPLETE FINANCIAL INFORMATION BY THE 15TH OF EACH MONTH.
5. REVIEW ALL FINANCIAL INFORMATION AND UPDATE MANAGEMENT OF STRENGTHS AND WEAKNESSES.
6. DEVELOP AND UPDATE THE SEVEN COST AREAS.
JBL ENTERPRISES87
MANAGEMENT
1. VISIT DISPATCH A MINIMUM OF TWICE A WEEK – WALK THE TALK!
2. VISIT WAREHOUSE AREA A MINIMUM OF TWICE A WEEK – WALK THE TALK!
3. CHECK TO SEE IF COUNTER MANAGEMENT IS BEING USED.
4. REVIEW THE REVENUES EACH DAY.5. MEET INDIVIDUALLY ONCE A MONTH WITH EVERY
SALESPERSON.6. HOLD SALES MEETINGS ONCE A MONTH.7. CHECK TO SEE THAT GROSS MARGINS ON
SALESPERSONS ORDERS ARE MEETING YOUR GOALS.
JBL ENTERPRISES88
MANAGEMENT
8. CHECK TO SEE THAT SALESPEOPLE ARE SELLING ADDED VALUE.
9. ANALYZE ACCOUNTS RECEIVABLE AGING TWICE A MONTH.
10. LOOK AT CASH POSITION DATA DAILY.11. WORK AT CHANGING YOUR BUSINESS MIX BY
HAVING BUSINESS MIX MEETINGS.12. REVIEW FINANCIALS EACH MONTH WITH
CONTROLLER AND MANAGERS.13. CHECK FOR ORDER CONTROL – CONSTANTLY.
JBL ENTERPRISES89
SEE HANDOUT #6
JBL ENTERPRISES90
EMPLOYEE ANALYSIS
IN YOUR OPINION….WHAT IS THE MOST IMPORTANT THING WE NEED TO DO TO INCREASE REVENUE?
JBL ENTERPRISES91
EMPLOYEE ANALYSIS
IN YOUR OPINION….WHAT IS THE MOST IMPORTANT THING WE NEED TO DO TO INCREASE SALES MARGINS?
JBL ENTERPRISES92
EMPLOYEE ANALYSIS
IN YOUR OPINION….WHAT IS THE MOST IMPORTANT THING WE NEED TO DO TO IMPROVE SERVICE?
JBL ENTERPRISES93
EMPLOYEE ANALYSIS
IN YOUR OPINION….WHAT IS THE MOST IMPORTANT THING WE NEED TO DO TO IMPROVE PROFITABILITY?
JBL ENTERPRISES94
EMPLOYEE ANALYSIS
IN YOUR OPINION….WHAT IS THE MOST IMPORTANT THING WE NEED TO DO TO DECREASE COSTS?
JBL ENTERPRISES95
EMPLOYEE ANALYSIS
IN YOUR OPINION….WHAT IS THE MOST IMPORTANT THING WE NEED TO DO TO IMPROVE EMPLOYEE/MANAGEMENT RELATIONSHIPS?
JBL ENTERPRISES96
ASK THIS QUESTION OF YOURSELF
WHY DON’T I DO WHAT I KNOW I SHOULD DO?
JBL ENTERPRISES97
ASK THIS QUESTION OF YOURSELF
ASK SERIOUSLY, BECAUSE THE ANSWER
CONTROLS YOUR FUTURE. UNTIL YOU
START DOING WHAT YOU KNOW YOU
SHOULD BE DOING, YOU’RE LIVING A LAW
AGAINST SUCCESS THAT YOU’VE IMPOSED
ON YOURSELF.
JBL ENTERPRISES98
IT’S JUST COMMON SENSE
“THE THINGS YOU SAID WERE REALLY JUST SIMPLE COMMON SENSE”
BUT
“REMEMBER, THE MOST COMMON THING ABOUT COMMON SENSE IS HOW
UNCOMMON IT IS!”
BY: JASON JENNING
“THINK BIG ACT SMALL”
JBL ENTERPRISES99
A COMMON THREAD
“WE THINK BIG BUT WE ACT SMALL.
WHEN COMPANIES START ACTING BIG, THEY GET IN TROUBLE”
BY: JASON JENNING
“THINK BIG ACT SMALL”
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