Setting the Ground for Business Success

Setting the Ground for Business Success How to define your goals, strategy and metrics www.mrdashboard.com info@mrdashboard.com 211 MR Dashboard LLC. All Rights Reserved. Materials and forms in this guide are for your use only. If you wish to duplicate them for any reason, written permission must be obtained. 1 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

Contents 1. Are you picky? 2. The Big Picture 3. Setting Business Goals 4. Business Strategy 5. Business Processes 6. Business Tools 7. Blueprint for Business Success 8. Case Study: The Blueprint in Action 9. Bob s Business Scorecard 1. Start Today! 2 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

1. Are you picky? Complex issues are solved by using simple solutions. Complex markets require simple sales and marketing strategies. The most successful products have been developed based on simple and obvious ideas. Successful business people know they need simple solutions to their complex business environment and they simplify their strategies and business models by being picky they focus on what makes sense and they ignore the rest. They know what they want, what they need and they are picky enough to figure out a way how to achieve their goals. The same is true for successful businesses and organizations. As important it is to define what you are going to do (your key business activities), it is also as much important to define what you are not going to do. Successful businesses focus on marketing to the right customer and they are very specific about who is their customer as well as who is not. At the business management and operational level the same is true successful businesses focus on the right management practices and are picky about how they achieve their goals and objectives. We are all exposed to information overload. Unfortunately of all the information we can access 99% is useless for our business and our careers. Yes the information is interesting but it is not going to help me in any way what so ever. Again it is all about being picky what you listen, read, watch... Pick the right source of information for you and your business and try to ignore the rest. For successful business people it all begins with knowing exactly what they want and need. Now let s go step by step through the blueprint. Before we start keep in mind that this blueprint has been used and applied in many businesses of different size so if you are a small business owner this blueprint will work for you as well as if you are a corporate executive or mid-level business professional. 3 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

2. The Big Picture Think about all the meetings you have attended in your career. How many times have you felt boring? Now think about how many times you have been excited and satisfied from your meeting? The main reason for your answers is the lack of focus people work together without having a clear goals and strategy. Without clear strategy they try to execute different tactics based on their experience and skills and they can develop decent projects but they all do not fit together because there is no clear strategy, goals and objectives. What is common for all successful businesses? They all have clear goal, clear strategy, effective business processes and the right business tools to execute their processes and achieve their goals. 3. Setting Business Goals Being able to reach a certain outcome doesn t just rely on luck. Instead, it involves SMART goal settings that will allow you to understand what you want and how you plan to get there. Develop and test your goals with SMART. There are certain very important characteristics involved in success, and goal setting ensure that you are not only taking the right steps, but you are after the right target. How do you know if you have your eyes on the right prize? By knowing that your goals have the following characteristics: Specificity Measurability Attainability Realism Timeliness Specificity The first part of SMART goal settings is specificity. Your desired outcome needs to be defined and straightforward so that you know precisely what it is that you re after. If your goal is too vague, then it will become too easy to deviate 4 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

from the direct path to achieving it. To create specificity, ask yourself the following questions: What is it that you want to achieve? Why is this achievement important? What will you gain? How do you intend to reach this outcome? By making your goals clear and direct, you will give yourself a set target for a workable achievement plan. An example of the difference between goals with and without specificity are as follows: Goal without specificity: I will exercise more. Goal with specificity: I will stop using the elevator at work and walk for 3 minutes every evening after dinner. Measurability This is a key area where many individuals struggle to properly employ goal setting. It is vital to understand that if you cannot measure your progress, you have no way of knowing if you are moving toward your intended outcome. Furthermore, you won t be able to gauge how much you ve achieved and how close you are to reaching your target. Make sure that you use the specificity of your goal in order to make it something that you can measure along the way. For example, if you have decided that you need to lose 1 pounds, then the measurability will be scheduled weekly trips to the scale. An example of goal setting and those without measurability are as follows: Goal without measurability: I am going to read more books. Goal with measurability: I am going to read one book every month, and twelve books per year. While you can t measure the desire to read more, you can measure the number of pages or of books that you read within a certain time frame. 5 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

Attainability Though it s all well and good to have a certain dream in mind, SMART goal settings require you to know that you will actually be able to reach that target. This means that at the same time that you decide on your goals, you also need to find out if you currently have (or can obtain) the required skills, abilities, attitudes, and money you need to get there. If what you want is too far beyond your capabilities, then the odds are that you won t be able to bring your plan to completion. You will likely start off with good intentions and high motivations, but knowing that you have taken on too much will begin weighing you down and will eventually stop you from progressing. While there is nothing wrong with a challenging goal, goal setting lets you know that though you may be struggling, you can indeed get to where you want to be. It is the difference between feeling that something is difficult or that something is simply impossible. Realism In terms of SMART goal settings, realism refers to whether or not it can actually be achieved. This is not the same as something that is simply easy to accomplish. You need to ask yourself if it can be done. Is it possible? It is at this point that you must differentiate between the dream and the reality of the situation. Have a look at the impact that the attempt to achieve the goal will have on your life. You may need to truly push yourself, but goal setting never involves bringing yourself to the breaking point nor should they require you to pass it. The following are some examples of the difference between a goal without realism, and SMART goal settings: Goal without realism: I m going to stop snacking no matter how hungry I feel. Goal with realism: I will eat one healthy snack per day and a sweet treat on the weekend. 6 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

Timeliness For goal setting to work, you need to have a specific timeframe in mind for their achievement. If you give yourself a set deadline, you ll push yourself to reach it. Without an end point, you won t have a sense of urgency, and your motivation will begin to slip. Though you can alter your timeframe along the way in order to suit the realism of your goal, it is important to have a specific achievement date for each step along the way. Goal settings give you a way to make sure that the outcomes you want are within your realm of achievability and that you will be able to motivate yourself to continue forward in order to reach those objectives. 4. Business Strategy After you define your goals and objectives, next you need to figure out your strategy that you will use to achieve your goals and objectives. While your goals and objectives tell you what you want to achieve, your strategy tells you how you are going to achieve them. Without clear and effective strategy your goals and objectives will be just a dream. You need a clear strategy your road map and action plan for success. Robert S. Kaplan and David P. Norton published an article in Harvard Business Review with the title Having Trouble with Your Strategy? Then Map It. So if you have not developed your strategy map and action plan this is the time to step back and do it this is the best time investment you are going to make. By defining your strategy you are creating a specific and clear road map with all the required components and steps necessary to achieve your business success. 7 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

1 things you need to consider before you develop your winning strategy: Review your goals and objectives Define your customer Who is not your customer? Describe your ideal customer Pick your battlefield Top 5 Action Steps Top 5 CSFs Top 1-25 KPIs Business processes Business tools Review your goals and objectives Start by reviewing your goals and objectives. Everything in business starts with facts, tangible numbers, priorities and measurable outcomes. Your business success will also be measured by these criteria. Your business plans, management, control, reporting, analysis, projects, performance, improvement initiatives will all be based on your goals and objectives. If you have not done this part of your job go to the SMART goal settings part and do it right now! Define your customer This sounds like the easiest part of the strategy development process but unfortunately this is where most businesses fail. Why? Because it seems so obvious to most people that they know and everybody else knows who their customers are so they skip this section and their strategies will most likely fail. Focusing on every potential customer and competing with every business in your industry and marketplace will lead to poor performance and low profits - this would be your best scenario given this choice. 8 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

Who is not your customer? Now, make a list of all potential customers that you are not going after and you are not going to do business with. This is very important so invest a few minutes of your time and make a list of potential customers that are not a good fit to your business. These are the customers that don t help you achieve your goals and objectives they are not profitable because it takes long time to market and sell to them or they require more or different resources to be satisfied. Describe your ideal customer Now, that you defined your market segment and excluded segments of your market or industry it is time to define your ideal customer. Who are they? What do they like? Where do they live? What makes them happy? Why are they a good fit for your business? Pick your battlefield Great! At this point you have a clear and specific profile of your ideal customer. Now, that you have defined your ideal customer chances are there are other businesses that compete for your ideal customer. What you do at this point is picking your battlefield. There are different ways to reach and deliver value to your ideal customer so pick the places where it is easier for you to compete. Why would you go after your ideal customer through the hardest way when you can find an easier one? Be picky again! Pick the places where you are going to compete and places you are going to avoid. Top 5 Action Steps Now that you have clearly defined your goals and objectives, your ideal customer and your battlefield start with defining your action steps. Make a list of the top 5 action steps you need to accomplish to achieve your goals and objectives. What are the most important action steps you need to 9 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

accomplish to become a favorite provider of value to your ideal customer? You have to make your ideal customer ignore your competitors and decide to do business with you. Answer the question: What are the most important things I need to do so that my ideal customer will want to do business with me? Your goal here is to define action steps that will make you a favorite provider versus all other available options and alternatives. Top 5 CSFs What are your top 5 CSFs (critical success factors) that are absolutely critical for implementing your strategy? These critical success factors are the ones that will drive the success of your action steps. Whether you are going to accomplish your action steps as you planned will depend on how you manage your CSFs. It is critical to define the right CSFs. By defining your CSFs, you develop a success map and practices to help you manage and measure the accomplishment of your strategy. They are the key areas where you want to make sure everything works according to your plan. Depending on your business these CSFs will vary by importance and priority but a few general examples of CSFs are: Improve relationships with your ideal customer Control operational costs Improve product and service quality Develop new product features Improve inventory cycles Reduce delivery time Top 1-25 KPIs What are your top 1 to 25 KPIs (key performance indicators) or business metrics? Your KPIs are your business measurements. It is difficult to manage without measuring your progress. It is also difficult to manage with the wrong measurements. What works for one business may not work for another. 1 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

Defining your KPIs means defining measurements that will effectively track your CSFs. Business metrics provide you with the ability to better understand the successes (or lack thereof) of your business management efforts. By properly utilizing business performance metrics, you will be able to measure the value and contribution of various activities in order to create budgets, allocate resources, and make decisions regarding your business future. These measurements are exceptionally important as they help a business to continually improve upon the performance and outcomes of their business efforts while creating a better return on investment. Instead of simply continuing forward with what your business has always done, performance metrics allow you to identify specifically what is working and what is not. How do you define effective KPIs that will work for your business? In order to do a good job at defining your KPIs you need to understand the different types of business performance metrics: Activity Based Metrics Among the most popularly used business performance metrics are those that are activity based. They involve the counting, calculation, and reporting of numbers based on actions taken by your employees, customers, vendors... These KPIs are easy to track, monitor, report and control. For example, counting the number of new customers, number of late deliveries, number of returned products, number of leads per month is measurable and in most cases these numbers are already available if not you can easily organize and start this initiative to measure these activity based KPIs. While you definitely need to include activity based metrics in your business performance scorecard, a more effective reporting can be achieved by measuring business outcomes such as customer value, market share, profit, cash flows and product adoption versus reporting only activities. After all, you manage your activities to achieve your desired outcomes your goals and objectives. Measuring Effectiveness A more significant amount of manager concentration should be placed on organization s efficiency and efficacy as a whole. Among the specific performance metrics categories are those which involve the contribution of 11 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

the business activities on the outcomes such as customer acquisition rate, new products and services, the average value of each order, the improvement in the frequency of customer purchasing, customer loyalty, the rate of growth in comparison with your competition... Activities as a Business Process Each of your business activities is part of a business process such as sales process, quality control process, marketing process, delivery process, product development process It is very important that you create a good mix of the top KPIs for each of your business processes and continually measure and report them on your business performance scorecard. Make a list of your business processes and define the top 3-5 KPIs for each process. When you use outcomes as measurements it is good to add the most important activity metrics as well so you can be able to see the correlation on your scorecard report. When a certain outcome metric goes wrong you can easily see the cause of the change by taking a look at the activities. The same is true when a business outcome outperforms and exceeds the target you can see the causes of this change and use this knowledge to further improve your business. 5. Business Processes We already talked about activities and businesses processes but let s spend a few more minutes to review the importance of developing and managing an effective business process. Why is it important? Companies with effective and efficient processes outperform their competitors because they create better products and services and they are more productive and cost-effective than their competitors. These companies can charge more for their quality or they can share the savings with their ideal customer and as a result grow their market share aggressively in both cases the outcome is business success! Think about McDonalds. They have invested in developing productive processes and now they are able to generate millions at each location with high school kids working in the process. Their business processes, activities and measurements are clearly defined and focused on results! Can you achieve this success in your industry / market? Not every company can achieve such a success but your goal should 12 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

be to continually improve your activities and organize them into manageable and well defined processes. 6. Business Tools Finally, you need the right business management tools to get the job done efficiently and effectively. Think about the following tools: project management tools, accounting tools, communication tools, business reporting tools, training tools, pricing tools, time management tools, business analysis tools, marketing tools, document management tools, performance appraisal tools, sales tools They all help you save time and get the job done in a productive way. Your business tools help you manage your business better by improving your business processes and make the right decisions for your business. Based on your business goals, strategy and processes make a list of the tools you need to get the job done. When you make a decision about what tools you need don t focus only on technology but focus on practical tools that will help your business. Business tools include software, applications, presentations, templates, models, tactics Invest some time and make your list of tools you need to better grow and manage your business. 13 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

7. Setting the Ground for Business Success Blueprint 1. My Top 5 SMART Goals and Objectives: 1.1 1.2 1.3 1.4 1.5 2. My Potential Customer (my target market segments): 2.1 2.2 2.3 2.4 2.5 3. These are not my customers (I am not going after these segments): 3.1 3.2 3.3 3.4 3.5 4. This is my ideal customer (demographics, business type for B2B, location, desires, pain, needs, wants, motivation, social status, spending ability ): 14 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

5. I can reach my ideal customer in many different ways and I can offer different products and services, but in order to avoid tough competition and maximize profitability I ll focus only on the following approaches: 5.1 Products 5.2 Services 5.3 Tactics 6. Top 5 Actions Steps 6.1 6.2 6.3 6.4 6.5 7. Top 5 CSFs: 7.1 7.2 7.3 7.4 15 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

7.5 8. Top 1-25 KPIs: 8.1 8.2 8.3 8.4 8.5 8.6 8.7 8.8 8.9 8.1 8.11 8.12 8.13 8.14 8.15 8.16 8.17 8.18 8.19 8.2 8.21 8.22 16 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

8.23 8.24 8.25 9. My Business Processes: 9.1 9.2 9.3 9.4 9.5 1. My Business Tools: 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.1 17 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

8. Case Study: The Blueprint in Action We use this simple case study to illustrate the blueprint in action. This is how a small packaging and distribution company in New York used the blueprint to improve their goals, strategy and metrics and develop their business scorecard. The information has been modified in order to protect the client but the steps, the logic of the blueprint and the results are real. The client managed to improve his business and exceed his targets in less than one year. Why we are using this company as an example of the blueprint? Because this is a small business, not sophisticated by any means or standards and they don t use any advanced technology. If this company can take advantage of this approach any company can do it. The case study shows how the client: - Used the blueprint step by step - Developed his business scorecard - Organized the information flow - Continuously used his business scorecard - Exceeded his targets 18 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

Let s take a look how the client used the blueprint: 1. My Top 5 SMART Goals and Objectives: Grow Total Revenue by 15% next 12 months 1.1 Reduce Operating Costs per Product by 1% next 12 months 1.2 Reduce Number of Defective Products by 25% next 12 months 1.3 Zero Lost Customers 1.4 Grow Revenue with Current Customers by 5% next 12 months 1.5 2. My Potential Customer (my target market segments): Moving and Storage Businesses - Local 2.1 Moving and Storage Businesses - Regional 2.2 Online Sales - Nationwide 2.3 Manufacturing Plants - Regional 2.4 2.5 3. These are not my customers (I am not going after these segments): I am not going after Regional Moving and Storage Businesses 3.1 I am not going to sell online transactions < $5 3.2 I am not going to sell without 1-year contract unless margin > 3% 3.3 3.4 3.5 4. This is my ideal customer (demographics, business type for B2B, location, desires, pain, needs, wants, motivation, social status, spending ability ): Regional Manufacturing Plants Generating Revenue > $.5M per Year Local Moving and Storage Customers with margin > 3% and no delivery 19 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

5. I can reach my ideal customer in many different ways and I can offer different products and services, but in order to avoid tough competition and maximize profitability I ll focus only on the following approaches: Product variety and customized product offering based on contract 5.1 Products Total logistics solution with JIT Delivery and Inventory Management 5.2 Services Team of Sales and Logistics people work with the ideal customer 5.3 Tactics 6. Top 5 Actions Steps Form teams of sales and logistics experts and provide training 6.1 Use the Activity Based Tool to estimate total cost per contract 6.2 Organize in-house Quality Control training and procedures 6.3 Use RFM Tool to identify customers with change in purchasing pattern 6.4 Form team specialized in direct sales to manufacturing plants 6.5 7. Top 5 CSFs: Team building and teamwork in sales and quality control 7.1 Activity based costing implementation and training 7.2 Develop quality control procedures and training 7.3 Implement RFM and train marketing and direct sales teams 7.4 7.5 8. Top 1-25 KPIs: Total Revenue 8.1 Revenue - Manufacturing 8.2 Revenue : Moving & Storage Local 8.3 Revenue : Moving & Storage Regional 8.4 2 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

Revenue : Online 8.5 Revenue : New Customers 8.6 Total Operating Costs 8.7 Total Warehouse Costs 8.8 Total Delivery Costs 8.9 Cash Flow 8.1 EBITDA 8.11 Net Profit 8.12 COGS 8.13 New Customers (last 3 months) 8.14 Sales Commissions 8.15 Payroll 8.16 Headcount 8.17 Number of Returns 8.18 Number of Complaints 8.19 Number of Accidents 8.2 Number of Late Deliveries 8.21 AR > 9 Days 8.22 Gross Margin 8.23 Training Hours 8.24 Number of Online Transactions 8.25 9. My Business Processes: Direct Sales to Manufacturing Plants 9.1 Cost Estimate and Pricing based on Team Audit at Customer Site 9.2 21 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

Quality Control 9.3 Customer Service 9.4 Marketing (PR, Advertising and Promotion) 9.5 1. My Business Tools: Executive Business Scorecard 1.1 Customer Audit Questionnaire Tool 1.2 Direct Sales Presentation Tool for Manufacturing Plants 1.3 Activity Based Costing and Pricing Tool 1.4 Customer Service Script and Tools 1.5 RFM Analysis Tool 1.6 Sales Funnel Tool 1.7 Quality Control Forms and Templates 1.8 Sales Funnel Tool 1.9 Data Collection Forms and Templates 1.1 22 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

9. Bob s Business Scorecard Here is an example screenshot of the Bob s Business Scorecard. This scorecard has been developed based on the blueprint answers by Bob and by using an Excel Template which is part of the Business Reporting Bundle this is used only for illustration purposes and uses random numbers. In addition we worked with Bob and developed customized scorecards: Executive Scorecard plus Department Scorecards for Operations, Sales and Marketing, Quality Control and Finance. Bob's Business Scorecard 12/16/27 Total Revenue Rev. Manufacturing Rev. M&S Local Rev. M&S Regional Rev. Online 1 9 8 7 6 5 4 3 2 1 6 5 4 3 2 1 5 45 4 35 3 25 2 15 1 5 1 9 8 7 6 5 4 3 2 1 1 9 8 7 6 5 4 3 2 1 12/9/27 12/13/27 12/15/27 12/9/27 12/13/27 12/15/27 12/9/27 12/13/27 12/15/27 12/9/27 12/13/27 12/15/27 12/9/27 12/13/27 12/15/27 Rev. New Customers Total Operating Costs Warehouse Costs Delivery Costs Cash Flow 6 5 4 3 2 1 5 45 4 35 3 25 2 15 1 5 1 9 8 7 6 5 4 3 2 1 1 9 8 7 6 5 4 3 2 1 7 6 5 4 3 2 1 12/9/27 12/13/27 12/15/27 12/9/27 12/13/27 12/15/27 12/9/27 12/13/27 12/15/27 12/9/27 12/13/27 12/15/27 12/9/27 12/13/27 12/15/27 1 9 8 7 6 5 4 3 2 1 EBITDA Net Profit COGS New Customers 6 5 4 3 2 1 5 45 4 35 3 25 2 15 1 5 12/9/27 12/13/27 12/15/27 12/9/27 12/13/27 12/15/27 12/9/27 12/13/27 12/15/27 12/9/27 12/13/27 12/15/27 1 9 8 7 6 5 4 3 2 1 Sales Commissions 1 9 8 7 6 5 4 3 2 1 12/9/27 12/13/27 12/15/27 6 5 4 3 2 1 Payroll Headcount Number of Returns 5 1 45 9 4 8 35 7 3 6 25 5 2 4 15 3 1 2 5 1 12/9/27 12/13/27 12/15/27 12/9/27 12/13/27 12/15/27 12/9/27 12/13/27 12/15/27 Number of Complaints Number of Accidents 1 7 9 6 8 7 5 6 4 5 4 3 3 2 2 1 1 12/9/27 12/13/27 12/15/27 12/9/27 12/13/27 12/15/27 Late Deliveries AR > 9 Days Gross Margin Training Hours 6 5 1 1 45 9 9 5 4 8 8 4 35 7 7 3 6 6 3 25 5 5 2 4 4 2 15 3 3 1 1 2 2 5 1 1 12/9/27 12/13/27 12/15/27 12/9/27 12/13/27 12/15/27 12/9/27 12/13/27 12/15/27 12/9/27 12/13/27 12/15/27 Online Transactions 7 6 5 4 3 2 1 12/9/27 12/13/27 12/15/27 23 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m

1. Start Today! If Bob can do it you can do it too. This blueprint approach is proven and works for any business in any country, industry, market and any business size. Not only in the US but also this approach has worked in many countries like Italy, Japan, Bulgaria, Russia, Saudi Arabia and the list goes on and on For more than a decade we have helped thousands of customers grow their business successfully. You can do it too because it all depends on you no technology required, no investments, no complex requirements, no learning curve you are ready to start right now! The only investment is your time to go through this process. How much time does it take to update the scorecard? Well for 25 metrics used in the Bob s Scorecard to be updated it takes 25 numbers to be entered in Excel that s it you don t need more than 1 minute to do it. Bob has emailed the data requirements once to his departments, for example, Nancy from Customer Service emails him the number of complaints and Bob enters the number in his Excel Tool. This example illustrates that no matter how unsophisticated the company is this blueprint will work. This approach helped Bob exceed all of his targets and he uses this approach for more than 4 years now. Today, all he needs to control, manage and grow his business is his executive scorecard which is a onepage report! Use this simple and powerful blueprint, invest a few days of your time and you will start seeing the benefits as soon as the next month after you start using your business scorecard and the benefits are long-term. Feel free to let us know how you used the blueprint we like to hear more and more success stories! www.mrdashboard.com info@mrdashboard.com 211 MR Dashboard LLC. All Rights Reserved. 24 S e t t i n g t h e G r o u n d f o r B u s i n e s s S u c c e s s m r d a s h b o a r d. c o m