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Focus on Habits Versus Goals for Your Business Success

In the beginning of every New Year, most people set goals. By February – now – they are usually forgotten.

On the other hand, habits create results.

Even micro-habits (more on this later) can completely transform your business, and your life.

For years I have been using a life-changing software app on my phone called Loop Habit Tracker. (This is an Android app, and, sadly, I do not think that it is available in the iPhone Store).

How Does Habit Tracker Work?

It is super simple, yet do not let that fool you. Simple is better for habits. Complex means you will rarely do it, or inconsistently do it.

First, you create a habit in the app.

It can be a “yes” or “no” type habit, or it can be a measurable habit.

A “yes or no” type habit is simply did I do it, “yes,” or did I fail to do it, “no.”

An example is “did I exercise?” Yes, or, no?

A measurable habit is, for example, how many kilometers did I walk today? And you track your daily results from zero to the number you walked.

Simple, yes?

Does This Really Work? Come on!

I have some habits I am tracking that I have not missed a single day in years!

It took time to develop consistency and what motivates me is the visual disappointment in seeing unchecked habits.

Habits are activities that you do, and what you do consistently over time will create the desired results.

When a person creates big goals, they can have this short-term adrenal rush of imagining the massive results that will emerge from these BIG goals.

Perhaps your goal is to get super fit in six months, so you tell yourself you will do a 90-minute intense workout every day.

Then, as usually happens, life gets in the way. You cannot find ninety minutes every day, especially on busy days. Or sick days.

On the other hand, when you start small you create the habit first! Then you add a wee bit more. See how that goes. Then a wee bit more. Soon you are habitually doing what you wanted to in the beginning.

And here is another thing to think about. The habit is much greater than short-term bursts. For instance, I read the other day that moderate exercise is healthier than intense workouts.

Consistency trumps short-term blasts.

The Secret Ingredient Is…

The key to success with habits is this – start small.

Even tiny. So tiny it seems, well, even ridiculous.

It is like Kaizen, the Japanese technique in manufacturing of constant and never-ending improvement.

Small, daily movements towards excellence creates long term results in a more measured, stressless, consistent fashion.

I recently read about a woman who now does one hundred push-ups every single day.

In the beginning of her habit creation, how many do you think she did?

Five. Just five. From there she added more and now does one hundred each day.

How Many Habits Should You Track?

This is a great question. I am glad you asked…

I only track ten.

I chose them this way:

  1. Do I do the habit anyway? Is it already ingrained and does not need documenting? I do not need to be reminded to brush my teeth as an example!
  2. Is it important to me? Will this ingrained habit change my life? An example is daily workouts. I have not missed a day in years.
Should I Stop Tracking This Habit Once It Is Engrained?

I do not stop if the habit is that important to me. For example, I know that if I stop tracking my workout, I will not do it daily. I will make excuses on busy days.

How Does This Apply in Business?

Here are the key questions to ask yourself…

  1. Will this habit transform my results? In other words, will this habit, done daily, over time create remarkable results for my business?
  2. What do I procrastinate on that is profoundly important for business success?
  3. Is this activity “important, yet not urgent”? Think of activities that if you do not do, nothing bad will happen in the short-term. An example would be making outbound calls. You may not lose any of your current business, yet long-term your growth might be stagnant.

 

To start, only track 3-4 habits. Make sure to pick the most critically important activities in your business.

Here are some simple examples to help you get started:

  1. One call to one Team Member per day
  2. One call to one client each week
  3. Block 90 minutes of focused time for systems work three times a week.
  4. Write a blog weekly.
In Conclusion

To dive deeper into the impact of micro-habits and how life changing they can be, please read this blog:

https://freedom.to/blog/micro-habits/

Thank you for reading…

 

 

 

 

 

 

Value Pricing Versus Cost-Plus Pricing

Accountants should not be responsible for setting pricing.

Why not, you ask?

Because most accountants will focus on all your costs (inputs) and add an acceptable mark-up to get to the price.

Here is the problem – customers do not care what your costs are. Why should they? You could be running a very inefficient business with wages that are too high, rent that is too high, and so on.

Costs Do Not Equal Value

Let us look at a car example. It likely costs more to build a Mercedes than a Ford Fusion. Yet, not that much more. In other words, the mark-up on the Mercedes is greater than on the Ford Fusion for the intangible value that the customer places on that 3-star symbol on the hood.

In today’s outsourced manufacturing environment how does a business add value in unique ways to get a higher price?

It seems like everything is a commodity these days. How do you do value pricing when you are selling a commodity?

See It Through the Eyes of Your Customer

This is where, again, you must look at your product/service through the eyes of your customer.

Ask these questions:

  1. What elements of your product/service does your customer value?
  2. For example, can you deliver the commodity you sell more quickly than your competitors?
  3. What about after-market service? When the commodity product breaks down, what does your customer do? What expectations do they have? You could offer awesome after-market service for a price. You could build it into the initial pricing.
  4. What is a frustration that ALL customers have in your industry? It could be delivery times. No after-market service. Slow service. Indifferent, non-caring attitudes from order takers. Solve this big problem everyone has, and you are now differentiated. You will stand out from the crowd.
  5. What can be bundled with your “commodity” to add value and create something unique?
An Example of Fixing an Industry Wide Problem

In the accounting industry almost, everyone charges by the hour.

So, the client never knows what the ultimate bill will be until the work is done. All the risk is borne by the customer.

Most clients hate hourly billing. They hate it because they never know what they will pay.

This is where Fixed Pricing comes in. You work out what the value is to the client for the work to be performed and then set that price. You get the client to sign that agreement. The client will then hold you accountable for the results that you are committed to deliver.

All the risk is borne by the seller now. If you are inefficient, you will make less profit. Conversely, the rewards are all with you as the seller now too. If you take less time to fulfill on the promised results, then you will have more profit. (The client does not care; they agree to a Fixed Price and the inputs are not relevant).

Fixed Price Agreements transform something that most clients find annoying, irritating, or downright unfair into a competitive advantage.

How To Turn a Commodity into a Rarity

Again, let us again use the accounting industry as an example…

A tax return could be seen as a commodity now. It is just entering your slips into a tax software program, and the result is spit out and you either pay tax or get a refund. End of story.

The cheaper the tax return the more you save.

Why would you pay more? Where is the value add?

Okay, this is where bundling can come in handy.

You look at all the services you offer as an accounting firm – wealth planning, and retirement planning as two examples.

You create a bundle of services that includes:

  1. Retirement planning
  2. Guaranteed tax return. If the IRS or CRA sends any correspondence to you regarding your tax return that year you will handle it free of charge. In other words, audit insurance.
  3. You provide free phone calls on any tax matter coming up during the year.

As an example, let us imagine that the tax return is only worth $75. However, the entire bundle mentioned above is worth $1,000. Not all the clients of the firm will pay that. Many will, and the profitability could be much, much higher.

The above example could apply to most professional service firms, and even blue-collar industries like electricity and plumbing.

For example, a plumber could charge a fixed maintenance fee to cover a set of deliverables including annual maintenance that many people would happily pay extra for.

In Closing

Think about, in your industry, a problem that everyone has with your industry. (You may need to ask your customers). Solve that problem and change your prices accordingly.

Lastly, think of how you can use the concept of bundling to add value and increase your pricing for a bundle. Insurance or guarantees are a great way to add value.

Thanks for reading…

The System is Your Business

A few years ago, I wrote the following blog on systems. I am re-printing it as it is even more relevant now, in 2024.

Without systems, there is no consistency, no duplication, and no training. The customers get different results from different people and at various times. It is impossible to grow because without systems there is no duplication.

Organize around business functions, not people. Build systems within each business function. Let systems run the business and people run the systems. People come and go but the systems remain constant.” – Michael Gerber

Semi-Organized Chaos

Without systems in a business, you have semi-organized chaos. I have found in my work with hundreds of small businesses that it is the lack of systems that causes business failure more than any other factor. Lack of systems lead to other problems that are often identified as the problem when they are really the symptom. For instance, people often say poor finances led to the early death of that business. Or operational problems, or poor marketing. Lack of great systems is at the root of it all. (Of course, you still need a viable business model – selling snow skis in Morocco will not be a winner).

Some people hate the word “systems.” They want to be free. Free to create. Free to “go with the flow.” Freedom to “let their people figure things out on their own.” And, when things go wrong, they complain that “it’s so hard to find great people.”

Sports as Metaphor for Business

Sports is a fabulous metaphor for business – sporting games run on rules, systems, extensive training, and key metrics – just like a winning business does.

The other day, I read this funny story of what it was like for Nicky Gumbel refereeing a boy’s cricket game in England:

“I remember, years ago, a football match that had been arranged involving twenty-two young boys (including one of my sons, aged eight at the time). A friend of mine, Andy, was going to referee. Unfortunately, by 2.30 pm he had not turned up. The boys could wait no longer.

I was press-ganged into being the substitute referee. But I had no whistle, there were no markings for the boundaries of the pitch, and I did not know the rules as well as some of the boys.

The game soon descended into complete chaos. Some shouted that the ball was in. Others said that it was out. I was not at all sure, so I let things run. Then the fouls started. Some cried, ‘Foul.’ Others said, ‘No foul.’ I did not know who was right. So, I let them play on. Then people began to get hurt. By the time Andy arrived, there were three boys lying ‘injured’ on the ground and all the rest were shouting, mainly at me!

But the moment Andy arrived, he blew his whistle, arranged the teams, told them where the boundaries were and had them under complete control. The boys then enjoyed a great game of football.

Were the boys freer without the rules, or were they in fact less free? Without any effective authority, they could do exactly what they wanted. But people were confused and hurt. They much preferred it when the game was played according to the rules. Then they were free to enjoy the game. The rules of football are not designed to take away the fun of the game. They are designed to enable the game to be enjoyed to the full.”

So many businesses are just like this – semi-organized chaos. No rules, no systems, no order. Just people trying to figure out (each in their own way) how to get things done.

No Systems Make People Sick

In sports, as in the example above, people get physically hurt without boundaries. Do they get hurt in business with no boundaries?

Yes, they do. From added stress, sickness from over-work, anxiety. In-fighting. Blaming people instead of the system.

Without systems, everyone must make it up. Here is a simple example in my own business. I am a real stickler for the details in providing awesome service to our clients. As a virtual business we communicate a lot with emails. Without any Performance Standards (read, systems) each person just adds their own “style.”

Freedom of expression, right? Perhaps…

Our Email System

In our email system we sprinkle “softeners” throughout the email to inject tone in a toneless, flat form of communicating. Words like, “kindly,” as in “would you kindly confirm whether 3pm, Friday works for a quick call…”, “good morning/afternoon/evening”, “thank you”, “I was wondering if you would mind…”.

We do not use abbreviations. Have you ever got an email with a 3-letter abbreviation that you have no idea what they mean? I have…

We do not use loads of “happy faces” – yet one per email acts as a softener.

If I were to remove the names from a few emails in our company, you would have a tough time figuring out who wrote it.

This provides a consistent level of showing we care through that medium. It is a system, complete with Performance Standards.

What Should You Systematize in Your Business?

Start with the things that matter most to your customers and your Team. Think of your Team as a well-oiled machine as in a sports franchise. Give your “players” all the tools, training, coaching they need to perform as the stars they are.

Never blame a person, always blame a “system,” or lack of systems.

And, with great systems, you now have a means to counsel people out of your business, if they refuse to play by your “rules of the game.” Without systems you will never know if people just needed boundaries and training to excel.

People want to naturally do good and excel. They just make it up as best they can. Then bad owners blame them because they did not do it “their way.”

If you want duplication and consistency, give people a system to follow.

If I have a system, doesn’t that mean my people will become bored robots?

If you think that, let me ask you a question – did Wayne Gretsky, arguably the greatest hockey player of all time, operate inside of strict boundaries and rules as a hockey player? And did he display creativity and amazing capabilities inside of these rules?

People excel inside of rules, standards, systems, boundaries, not outside them. It is what makes a country work, a sports game, a community group, and it is what will make your business really soar!

Thanks for reading….

 

 

 

 

Email Communication Really Sucks in The West

A few years ago, I wrote a well received blog on email etiquette. This was pre-Covid. I think the time near the end of Covid restrictions and especially now, post-Covid, the tone of emails has sharply declined.

To be serious about awesome service, it starts with the intricate details. The following is my original blog post, with some edits…

If People in Business Spoke Like They Write Emails

I am a huge advocate for transforming how people write emails in the West.

There seems to be a school of thought that writing nice emails filled with softeners (see further below) are either, (1) an unnecessary, inefficient waste of time, (2) not professional, and (3) only for underlings, not important people.

I do not buy it. Emails are still used more than texts or phone these days, and if people spoke on the phone the way they write emails, it would be rude.

It certainly would not create an aura of awesome service in your company. You have all heard it said, “how you do one thing, is how you do everything.” And we have come to tolerate abrupt emails as if that is acceptable.

Here is an example of a pared-down efficient email I could send to a client:

Attached fs for Dec 23.

~M

Here is it gussied up a wee bit:

John,

Attached fs for Dec 23.

Regards,

Mark

Now, this is the “awesome service” version:

Good morning, John,

I hope you are having a great start to the week…

Please find attached your Financial Statements for December 2023.

Kindly let me know if you have any questions at all.

Thank you John and I am looking forward to talking soon,

Warm regards,

Mark Holland

Its true that it takes a few seconds longer to type the third email. However, how it is received by your customer/client is night and day. And how does it make you feel writing it? For me, it feels uplifting to add softeners.

Kenya versus Canada

My wife and I have spent a lot of time in Kenya, Africa and I have noticed how polite and gracious all the emails are written there in business. They are a bit more formal than what we write in the West yet filled with kind softeners.

Here is an example (real email redacted) from a businessperson in Nairobi:

Dear Mark:

I am grateful for your swift response, and I hope that you have had a good start to the day.

I wish to confirm that I am a full CPA, MBA (finance), and BComm (accounting) with 21 years experience in both the private and non-profit sector…

[the email goes on from there and ends with….]

Looking forward to hearing from you…

[signature]

The reason Kenyan emails are much softer and more gracious has to do with cultural differences. In Africa, relationships are more important than tasks. In the West, we are much more task-focussed and less relationship-centric. However, what about awesome service?

Softeners are Crucial in Email

Softeners are words that add “tone” to emails that are toneless. They are words and phrases like:

  • Good morning/afternoon/evening
  • Hello (versus “hi”)
  • Please
  • Thank you
  • Kindly
  • Warmly
  • I was wondering if…
  • Would you mind if…
  • I hope you had a great weekend/day/holiday
  • Welcome back (from your holiday, time off etc.)
  • I hope you are feeling better (if they were sick)

Use their name once in while.

Do not use too many emojis (one happy face or two maximum per email).

All the above inject a soft, friendly tone into your emails.

A Way to Create Awesome Service

A lot of businesses talk the talk about awesome service and claim to provide it. Remember this though, awesome service is in the details. It is in the littlest of things.

And how you email, text, and answer the phone in business will be the greatest indicator of how your culture operates.

In fact, in the spirit of “how you do one thing is how you do everything” consider that this will be even more indicative of how your culture is if you email/message/talk on the phone in the same way you would to your external customers to ALL internal Team members, including suppliers.

To train yourself for awesome internal communications, just imagine your clients are listening in on ALL those internal communications.

It Will Transform Your Own Mindset

There is a great side benefit to writing with softeners – you will feel great! It is always what we generate in life that creates how we feel, not how others treat us.

What Not to Do

Regarding awesome email communications there are a few never-do’s:

  • Process your emotions in an email or text (especially when upset)
  • Say anything that you could regret later
  • Use it for negotiations

If upset, get on the phone, or meet in person. My personal rule is – Never email/text when upset. It will not go well! It will go back-and-forth until either the communication is broken or one of you picks up the phone.

How We Got Here

If you look at how people post on Facebook (with exceptions of course), they use a lot of softeners and emotional words. They would never post on Facebook the way they may write curt, unemotional, tone-dead emails.

In my research what I discovered are two schools of thought – (1) my school of thought, where softeners are liberally used to create a message of caring, awesome service, and, (2) the Fortune 100 Executive school of thought, where softeners are seen as weak, and a waste of time.

The rationale for the Fortune 100 School of Email Writing is this – “I am important, and I do not have time to waste with sprinkling softeners throughout my emails. And, frankly, I really could care less what you think of me, or what I am saying” because I am an Executive.

Here is my final bit of advice – be yourself, and if too many softeners seem like a waste of time and inauthentic for you, then try just adding 2-4 words that lift the dry tone of an email.

Start with “please” and “thank you,” and “hello, instead of “hi”” …and see how it goes!

Thank you for reading…

The Balanced Scorecard **

To fly a large jetliner a pilot needs more than 3-4 indicators to get you safely to your destination…

You are about to board a flight. It is a large Boeing 747. You glance inside the cockpit. (Okay, okay, imagine it is pre-9/11).

You see the pilot has taped over all the dozens and dozens of gauges, lights, and dials. There are only three he is focused on.

What do you do?

You turn on your heels and rapidly exit the aircraft.

Running a Business is Like Flying a Plane

A business is much like flying an airliner. A businessperson needs more than a few financial indicators.

The challenge with financial indicators (and they are, of course, critically vital) is that they are the measurement of a result. And you cannot change the result; it is too late.

Activities that we measure that have an impact on the result you desire are called Leading Indicators. They are like advance warning signals of things to come. You can take corrective actions to change them, and the results – hopefully – will change.

A Business Example

Now, let us look at a business example….

You have a goal for a certain sales target.

To keep it simple, we will look at four Key Performance Indicators that are Leading Indicators to reach your goal. We will choose one from each of four areas of your business – (1) Finance, (2) Operations, (3) Customers, and (4) Team.

Number One (Finance Area) is repeat business. How often, on average, do your customers come back each month.

Number Two (Operations area) is on-time delivery. This will be a powerful leading indicator of how well you are doing and may impact sales volume.

Number Three (Customer Area) is customer satisfaction as measured by customer surveys after each transaction. If the score is high this will have an impact on the number of referrals you will receive, as well as repeat business.

Number Four (Team Area) are employee satisfaction surveys measured weekly. An unhappy Team may lead to unhappy customers and thus lower sales.

Of course, one of your KPIs is sales, yet this is a Lagging, or results based, KPI. You can stare at your sales figures all day long and yet not know what to do to make them grow. To do that you need to track the key activities that are impacting sales.

How Many KPIs Should You Track?

A paper published in 1956 was called “The Magical Number Seven, Plus or Minus Two” talked about the limitations of the human brain to contain and process more than seven bits of data.

Well, since 1956 we have had Executive/Business Dashboards. We do not need to contain in our head all the business KPIs we may be measuring.

Okay, so what is the “right” number. Current thinking is somewhere between ten and twenty. This is more than the seven as written about in 1956, yet not so many that you cannot make informed decisions to attain your business goals.

Four Main Areas for Your Key Performance Indicators

As mentioned above your business KPIs should be grouped into four main categories – (1) Finance, (2) Customers, (3) Operations, and (4) Learning/Growth (or Team).

About 3-4 per grouping is enough, with a few more in the financial area. You will track both Leading and Lagging Indicators.

Here are some examples you can track:

  1. Financial
    1. Sales and Gross Profit by Product Line (tells you what products/product lines are the most profitable)
    2. Break-Even Sales (total sales required to cover all your fixed costs plus a profit)
    3. Days to collect receivables on average (measures efficiency of converting sales on credit to cash)
    4. Cash-Flow (where did cash come from and what was it used for)
    5. Days in inventory on average (measures how quickly inventory is converted to cash)
  2. Return on Equity
  3. Current Ratio (measures liquidity)
  4. Customers
    1. Conversion rate (percentage of leads converted to customers)
    2. Customer satisfaction score (how customers rate you will be a major leading indicator of future results)
    3. Referral rate (are new customers coming from referrals – the best source for new business)
    4. Average transactions per customer (repeat business is the lowest cost for new business, as it is existing customers who are coming back to buy more)
    5. Average sale per customer (the amount people pay on average per sales transaction)
  5. Operations
    1. On-time deliveries (leading indicator of future results)
    2. Error rate for a manufacturer (will cause customer problems, or higher costs per transaction)
    3. Machine Output per machine (down time will result in lower sales)
    4. Productivity per Team Member (higher costs per transaction arise when productivity is low)
    5. Percentage of wages to sales (a leading indicator of possible lower productivity or sales volume issues)
  6. Team
    1. Team satisfaction scores (as measured by check out forms done weekly)
    2. Team turnover
    3. Education/training costs invested per employee.
    4. Ranking of Team members by customers
You Get What You Measure

Remember, you get what you measure. If you choose the wrong things, you might get the wrong result.

Here is an example. Let us say you want higher sales. However, your mission statement is to fulfill on what your customers want and maintain them for life.

What you measure is the average sales value per salesperson. And you reward them for their results. Higher average sales mean higher commissions and bonuses.

Your salespeople may end up pushing sales on your customers that work in the short term, yet have the customer feeling used and unappreciated, and they might leave. This obviously works against your Mission Statement.

Attach a Key Performance to a Team Member

Each KPI must be owned by a Team Leader and each person on her/his Team. Holding people accountable for their numbers will make the KPI an active measure, not passively watched by the company with no actions taken.

Here is an example. In the trucking industry it is common to have greater than 100% turnover of truckers.

Wow! Imagine that? How do they cope?

Let us say you have a human resource manager responsible for the truckers in a company that has historically experienced 90% turnover.

You give her a Target KPI of 70% turnover. She will be evaluated and rewarded on her ability to attain this 70% KPI.

What is she now thinking about all the time?

How to motivate her truckers to keep them happy and employed with this company. This consumes her thinking all day. And her actions will line up with things that will make her truckers stay and not want to leave.

Of course, she will have a budget to work with as well. (This is how you manage conflicting motivations, or she could overspend to attain her goal of 70% or less turnover.)

Summary

Think about what your goals are for the next 1-3 years. Create KPIs that will help you define and act on problems before the problem becomes too big or chronic.

Delegate the ownership of those KPIs to individual managers in your company.

Track your results weekly in some cases and monthly for others.

Meet with your Team to discuss the numbers and take corrective action.

Make sure you have many Leading Indicators so that corrective action can be taken quickly.

Thanks for reading…

** This blog is based on the thinking of a book called The Balanced Scorecard by Robert Kaplan and David Norton

 

 

6 Ways to Survive Tough Times

A man I trust (he has been right so often) predicts we may have about two more fat years. Followed by six lean years.

Fat years? Fat years? Yikes, imagine what the lean years will look like!

These past 19 months have been brutal on businesses. Restaurants. Pubs. Airlines. Travel agents. They have been pummeled.

What is the one thing that people do – most often – when things are going great?

They assume the sun will always shine, and they spend more.

This is the worst thing that any business owner can do when times are rockin’ is to add to their fixed costs.

There are six things you can do to thrive during tough times.

Keep Your Fixed Costs Tight

The first thing to do when times are good is keep fixed costs tight.

Go through all your operating expenses and ask which ones are discretionary versus fixed.

What is the difference between the two? Let me explain…

A discretionary cost is something like advertising. Unless you are locked into advertising contracts you can often turn advertising costs on or off.

Rent as part of a lease is often fixed and cannot be turned on or off.

Some wages may be fixed and some not. If you have long-term employees, it would be difficult to just shut them out without severance pay which could be high.

With all your discretionary costs separated from your fixed costs…

Work Out Your New Break-Even Sales

Take your total fixed costs from above and divide the number by your Gross Margin percentage.

Your Gross Margin percentage is calculated by first subtracting your total Cost of Goods Sold from your total Sales. That number is called your Gross Profit. Divide your Gross Profit by your total Sales to get your Gross Margin %.

Here is an example – your Cost of Goods Sold is $30,000. Your Sales are $50,000. Subtracting $30,000 from $50,000 you get $20,000. When you divide $20,000 by $50,000 you get 40%.

Based on your calculation above you determine your bare bones fixed costs are $60,000.

Taking $60,000 and dividing by 40% you get $150,000. That is what your break-even sales must be.

Next, ask yourself this…

Can I Raise my Prices?

In a tough market you will need to be careful raising prices. Is there something of value you can add? Can you add something that would cost less than the price increase people would be willing to pay?

A price increase – with no loss in sales volume – goes directly to the bottom line.

If price increases are not possible, look to….

Bundling

Can you bundle together other products or services to increase your average sales per customer?

Can you add services to a product that were never added before? An example here would be installation services for electrical products.

Restaurants during Covid use delivery services, like Skip the Dishes, to maintain sales.

Learn to Live on Less

My friend says we have two lean years left before 6 years of famine. These two fat years are anything but fat for most businesses.

Now is the time to eliminate debt, and save, save, save. Live on less.

Bring Supply Chains in Close if Possible

In the West we have become very depdendent on Asia (China, Korea, Viet Nam, India) for manufacturing.

With supply chains being broken in 2021, ask yourself if you can find a supplier within Canada or the USA. If you manufacture, can you start the process of bringing your manufacturing back to Canada/USA?

In Summary

Six things to do over the next 2 years:

  1. Lower your fixed costs
  2. Know your break-even sales. (This goes down as your fixed costs are lowered)
  3. Raise prices by adding value
  4. Bundle services and products to increase your average sale
  5. Cut personal expenses. Live on less.
  6. Bring manufacturing home

Thanks for reading…