My customers write me great letters telling me how pleased they are with my service and installation work. Frankly, I know my competition is no match. But my phone doesn't ring nearly enough and we battle to stay busy. What can I do?
Ongoing management research indicates that too many of those in leadership positions - at all levels - are disengaged from their direct reports on a day-to-day basis. Too many leaders, managers, and supervisors are failing to lead, manage, and supervise.
Mature industries are characterized by an excess supply of competition too willing to discount and eroding margins, profits, and returns. The best way to compete is to provide niche or customized solutions rather than compete on price.
In sales, each cubicle is considered a separate profit center; likewise, each service truck should also be considered one. If you don't know how much each truck is generating, you have no control of your company and you're operating in the dark.
My partner and I thought if we grew our company big enough that we could hire some managers and things wouldn't be so hard, but we're still working 60 to 80 hours a week. Did we hire the wrong managers?
Most business executives are generally familiar with leasing. But executives facing lease vs. loan decisions may not fully know how the strategic use of equipment leasing can enhance financial performance and capital productivity.
We recently put in a bonus program to reward service techs and our sales are rising. But I'm concerned they may be out there recommending work that doesn't need to be done. Is there any way to keep them honest?
Over the last decade many businesses have made the Web a key revenue-generating channel. A natural consequence is that enormous amounts of valuable data are stored on computers, and computers tend to die from time to time. So a backup solution should be available.