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Hub You - How to Avoid the Curse of Complacency
Does your company rely on controlling temperature to maintain its stock? Of course, most businesses are affected by the performance of heating, ventilation or air conditioning (HVAC) systems – one just has to think about working in a hot office during the summer weeks, and the effects on staff production. But, when stock is directly affected by temperature, such systems take on a wholly different importance.Monitoring becomes paramount; it can also be a mandatory requirement when it comes to handling chilled, frozen or hot foods. But, when there are a great number of different systems on the market (ranging from basic handheld models to complex set-ups), and there are monitoring services too, how do you choose a management package that fits your needs?Here are a few things you could be thinking about.Simple-to-use interfaces : Technology has come far enough for monitoring systems to be user-friendly. There’s no excuse for over-complex interfaces, and
1. Are your gross margins going up or down? What goes down doesn’t necessarily go back up. When your margins fall, you may be unwittingly training your customers to expect that pricing structure. You then run the risk of having alienated or disappointed customers when you try to raise prices again. Keep your margins as constant as you can, unless, of course,
“Face it; you’re never going to be a singer or musician. Just keep your singing in the shower.” Audiences the world over are rejoicing that I took the advice of that test administrator! But after coming to the hard realization that I had no future in music, the counselor who reviewed my test scores with me surprised me by pointing out some strengths I didn’t realize I had and making some career suggestions that I never would have considered. So even though I had ideas about what careers I thought I’d like to pursue, my direction got much clearer after meeting with that test counselor.Aptitude testing isn’t only helpful to find out if you might have a future in the performing arts. It can pinpoint very specific types of skills that you may not even be aware you have. Maybe friends often come to you to help settle disagreements—did you realize that you were so strong in negotiation, interpersonal communications, and relationships? Your marketable skills are not just things like being able
For many years I was the President and Owner of my family’s chain of wine stores. I remember times when things were great, and could hardly imagine things could be different. Only, things were slowly changing, unbeknownst to me For starters, Costco arrived with a flourish on the wine and spirit scene. As the number one seller of wine in the U.S., Costco has had a profound impact on the fortunes of independent retailers. At the same time, costs were going up across the board. For example, our insurance premiums (post 9/11) went through the roof. Other expense categories like real estate taxes, health insurance and workers compensation premiums were all rising. It became more difficult to run the business the way we had in the past.
We fought through our “complacency” stage. You can also, but you have to ask the right questions and seek answers you don’t necessarily want. Read the following eight questions, and start protecting your company from the evils of complacence. Part of “Hitting the Grand Slam” with your customers and associates is asking the tough questions. The results are always a continuing healthy business, robust profits, and happy employees.
1. Are your gross margins going up or down? What goes down doesn’t necessarily go back up. When your margins fall, you may be unwittingly training your customers to expect that pricing structure. You then run the risk of having alienated or disappointed customers when you try to raise prices again. Keep your margins as constant as you can, unless, of course, k
Many pass over the thought of themselves actually working in the industry due to the common mindset... "if one has talent they have a chance in music." If one wants weekly (or bi-weekly) pay with benefits one seeks a normal job in the 9-5 workforce. This is simply false. Most people love music to some extent. Those that are paying attention to their future and careers know or at least wish they can be involved with something they love.Many will admit they believe they don’t have what it takes to make it in the music industry and some will admit they don’t have a desire to be a musical artist. But many will also admit they need a job, and for longevity’s sake will admit they need a career they love. They love music and need career involvement in something they love.Well... it just so happens that the music industry employs millions all around the world in positions that are not directly artist related or even behind the scenes artist related. The fact is there are over 120 differ
For many years I was the President and Owner of my family’s chain of wine stores. I remember times when things were great, and could hardly imagine things could be different. Only, things were slowly changing, unbeknownst to me For starters, Costco arrived with a flourish on the wine and spirit scene. As the number one seller of wine in the U.S., Costco has had a profound impact on the fortunes of independent retailers. At the same time, costs were going up across the board. For example, our insurance premiums (post 9/11) went through the roof. Other expense categories like real estate taxes, health insurance and workers compensation premiums were all rising. It became more difficult to run the business the way we had in the past.
We fought through our “complacency” stage. You can also, but you have to ask the right questions and seek answers you don’t necessarily want. Read the following eight questions, and start protecting your company from the evils of complacence. Part of “Hitting the Grand Slam” with your customers and associates is asking the tough questions. The results are always a continuing healthy business, robust profits, and happy employees.
1. Are your gross margins going up or down? What goes down doesn’t necessarily go back up. When your margins fall, you may be unwittingly training your customers to expect that pricing structure. You then run the risk of having alienated or disappointed customers when you try to raise prices again. Keep your margins as constant as you can, unless, of course,
Maximize Your Online Advertising Dollars (part 1)How much do you spend advertising your online business? How much money are you making from your online business? The two are directly related. The adage, "You have to spend money to make money..." is an undeniable truth. You can't very well sell products if people don't know about them, and the way to tell people about what you've got, is to advertise. ADVERTISING COSTS MONEY. Big corporations spend millions of dollars to advertise their products. Now, they wouldn't spend all of this money on advertising if it didn't generate more in revenue than they originally spent. The key here is to put your advertising dollars where they will be the most effective. You must target your audience. Think about this: Why do you always see cereal and toy commercials during Saturday morning cartoons, but you never see beer commercials in the sa
We fought through our “complacency” stage. You can also, but you have to ask the right questions and seek answers you don’t necessarily want. Read the following eight questions, and start protecting your company from the evils of complacence. Part of “Hitting the Grand Slam” with your customers and associates is asking the tough questions. The results are always a continuing healthy business, robust profits, and happy employees.
1. Are your gross margins going up or down? What goes down doesn’t necessarily go back up. When your margins fall, you may be unwittingly training your customers to expect that pricing structure. You then run the risk of having alienated or disappointed customers when you try to raise prices again. Keep your margins as constant as you can, unless, of course,
IntroductionThis article introduces the problem-solving model as a technique for managing performance issues that are more controversial, or that are not effectively addressed through coaching or feedback. Issues such as tardiness, being out of uniform, continual poor performance, and others are best handled by a direct, objective approach. By following the Problem Solving Dialogue Model taught in this article, you can feel confident in addressing these thorny issues with employees.Problem solving sounds so simple. However, we know it isn’t as simple as it seems. Employees don’t behave as we hope they would. Problem solving conversations are the ones we all tend to — or want to — avoid. Why? Because we fear — or are concerned about — how the employees may react. In a minute we will find ways to overcome these challenging situations.What you must remember is that it is important NOT to avoid these conversations as a result of feeling uncomfortable about having them.
We fought through our “complacency” stage. You can also, but you have to ask the right questions and seek answers you don’t necessarily want. Read the following eight questions, and start protecting your company from the evils of complacence. Part of “Hitting the Grand Slam” with your customers and associates is asking the tough questions. The results are always a continuing healthy business, robust profits, and happy employees.
1. Are your gross margins going up or down? What goes down doesn’t necessarily go back up. When your margins fall, you may be unwittingly training your customers to expect that pricing structure. You then run the risk of having alienated or disappointed customers when you try to raise prices again. Keep your margins as constant as you can, unless, of course,
General Motors just announced a plan to close plants throughout the country and to lay off 30,000 workers. Alcoa is going to lay off most of their workforce, and probably close its plant in Maryland. GM blames the high cost of union wages and the expense of health and retirement benefits; Alcoa cites the cost of electricity and intends to offshore its new plants where energy costs are lower.Heartened by corporate decisions to improve their bottom line, the stock market responded with an increase in share prices. Big business just loves lay-offs and the increased profitability they promise.And the business of America is, make no mistake about it, business. And the rest of the world seems to be heading in that direction. With a token nod to human rights, the administration lauds the emergence of China's economy as a miracle, ignoring how it is bleeding the western world in the most unbalanced trade exchange ever witnessed.Who puts the face on the victims of lay off? Who reco
1. Are your gross margins going up or down? What goes down doesn’t necessarily go back up. When your margins fall, you may be unwittingly training your customers to expect that pricing structure. You then run the risk of having alienated or disappointed customers when you try to raise prices again. Keep your margins as constant as you can, unless, of course, keeping them low will force you out of business. That only helps your competitors. Remember, your customers are creatures of habit. They don’t like change; they want things to be the same.
2. Are you trying to be all things to all people? The old adage when a business closes its doors is, “We were busy until the very end!” If you are really busy, but aren’t making any money, then your prices are may be too low. My favorite ads are the ones that say “Price, Service, and Selection.” We used to say that, but in this day and age, it’s extremely difficult to run a business that way. Pick 2 out of the 3 and get to work. Are your prices higher than your competitors? Better be beating their profit margin with service and/or selection.
3. Do your associates still like coming to work? What is the mood from within your company? Convene a focus group or have an informal internet survey. There are more and more inexpensive ways to get your associates opinions, if you want them. Maintain an environment where your associates feel they can speak freely. Take the top three things your associates don’t like about your company and fix them. At the very least, use the good times to throw some value their way. Do your marketing materials say something like, “Our employees are our best asset”? Let them feel valued!
4. How does your store look? Is it time for some renovations or general upkeep? What has wear and tear done to your facilities? Don’t look at this yourself. Have someone else give you an honest assessment because they will spot things that you either won’t see or won’t admit seeing! Throw a fresh coat of paint up every once in a while. Customers will enjo
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