What you don’t do
If you’re having a problem in your car – for instance, the clutch is stuck, or the wipers don’t work, your door will not shut, or what have you do you think about taking it to your mechanic, telling him, “My car needs fixing. Can you do it?”
He responds, “No problem, I will get it completed in less than an hour.”
There’s no way, Jose! You don’t ask him to guess what’s wrong. Instead, you let him know what needs to fix. You get specific.
If you’re having issues in your body, such as a headache or cramps in your knees, constipation, or any other case, would you consider taking your medical professional to see you and tell him, “Hey Doc, my body isn’t functioning properly? Can you fix it?”
He replies, “No problem. Use these blue pills to avoid the tax inspectors and your in-laws, and you’ll be back within a week.”
No approach, Jose! Tell the doctor what’s bothering you, and with a bit of prodding or poking at her, she’ll propose an answer to your specific issue.
You are the mechanic or doctor of your company.
In your company, you are the mechanic or doctor. You can call on others from time to the moment but, every day, you are the person performing the repairs and maintenance.
What are you trying to fix? What’s the issue? If you were to send your company to a business coach for help, what would you tell them? “Hey coach, could you help me fix my company?”
And he’d respond, “So, what is really wrong?”
You could be able to say, “I do not know the problem; it’s just in need of repair!”
There’s no way, Jose! You’d have to give him lots of specific figures, and he’d be working on them if you’re the coach. How many facts do you have? What details do you need to consider?
Do you know how many customers “visit” your company each day? These could be visitors who are physically present or email/website visitors, telephone-ins, or any other way your customers purchase from you.
What percentage of these people are actually customers? Purchase something?
Has this percentage been increasing or decreasing over the course of time?
What is the cost of the average sales per customer?
Has the average amount of sales for each customer (or per customer) been reduced or increased?
These aren’t marketing questions or personal questions, such as “why do people visit your establishment? “why do they purchase?” and etc. The questions are straightforward facts, numbers, and inquiries… And If you can answer them, then you’re one of one million business owners. The majority of business owners don’t know or do not want to find out – they are trying to improve or fix an area they are not knowledgeable about.
Armed with a few basic information, You have a few useful tools to use.
Therefore, you should begin counting the number of visitors who come into your store, those who contact you for quotes or any other reason, or how they arrive at your shop. Don’t get caught over the issue… If you’re a vet, do you count humans or animals? If you run an outlet for women’s clothing, Do you rely upon only women, or do you include every person who walks into the store? If you own a toy shop, Do you count children, adults, or both? Be patient. There are no rules here, except for your good common sense. Choose what is appropriate to rely upon and adhere to this. Don’t pick the same month dogs and then people the next. The first thing you do is what you will continue to work with. Constance and common sense are the most important aspects here.
If you can, try it daily as it is helpful to determine if certain times of the week are more beneficial than other days.
Add up your daily visits, daily customers, daily visitors, and daily sales, and you’ll are now able to calculate Your first set of KPIs (Key Performance Indicators) visitors/customers, customers/customers, and customers/customers.
Steps 1 and 2.
What can you do with those numbers? The first step is to realize that we’re either optimists or optimists and that the numbers are likely to be surprising. It’s your actual test. This is the foundation that we will use to begin the work.
Then, there can be described as another aspect of the Great Mystery of Business… or perhaps of life. If you begin to focus on something or an element, it starts to improve itself, or you discover strategies to enhance it in ways that you’ve never even considered before. For the coming month, begin to count customers, visitors (visitors who purchase), and sales for the day daily.
While you’re doing this, we will also provide the legal and accounting details about different business structures in the following four articles, and then we’ll return to enhancing the retention of customers, selling per client, and, in the end, profit. Enjoy the counting!
I am a professional writer with a business degree and experience…
I am a certified accounting professional (BBS and ACA) and was director of companies and business owner, lecturer at a university, as well as a business coach and corporate trainer.
