Analyze and Adjust
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As we progress into the 2nd quarter of the year, how did your facility leave the 1st quarter? For some of you, the results were right on track. Perhaps for others, the results were off the track --just a bit for some, and for others, waaaaayyyyyy off. Whether your facility finished the 1st quarter a bit off or substantially off from projections, it is time to analyze and adjust to get back on track to move forward for the remainder of the year. Assuming your original projections were realistic, consider the points below:
- 1. Does the staff need a "check-up from the neck up?" The wise and witty Zig Ziglar utilizes this statement as a corner stone of performance. Are we supporting the recession with our own beliefs? It is critical for the leaders in the organization to consistently monitor and correct the staff beliefs and emotions about what the organization can do. Is the staff more focused on and paralyzed by the business outlook rather than being on the lookout for business?
- 2. If the club has missed revenue goals in the 1st quarter, what is the strategy for catching up? Avoid the mistake of playing catch up only on the expense side. Instead, look at the shortfall and allocate small amounts over the next few months with a plan to be caught up by the end of the 2nd quarter. Additionally, it is imperative for the managers of the revenue departments to be managing revenue on a daily basis, which means meeting with all revenue-producing staff on a daily basis to keep them on track, support them and train them to produce differently in different circumstances. When the organization is behind, everybody needs to contribute more in terms of energy, effort, focus and time. The more clarity management provides staff about this reality early in the game, the easier it will be to recover.
- 3. Do all revenue-producing departments operate in the reality that they exist for the Indispensable Three? Results, Retention and Revenue. Signs that this reality exists in your facility include the revenue-producing staff being on the floor consistently to meet members they do not yet know and talking about the club's services, having and following a promotional plan to grow revenue, analyzing and adjusting their own performance rather than waiting to be told what to do, and finally, understanding and behaving upon the belief that they are there to create revenue, not wait for it to be given to them.
- 4. Does the Membership Sales Staff have and consistently implement a 5-Point Lead Generation Plan (5PLGP) that supports the organization's marketing plan? The 5PLGP is designed to create a minimum of 50 more leads per sales person per month when implemented correctly and consistently. The concept is that each rep has a monthly plan for each of the 5 areas of lead sources; referrals, alumni members, group sales, community outreach and current lead wrap-up that produces 10 leads from each source. If each rep produces 50 more leads, and 25 of those leads come into the club, we should be able to close between 40 and 60% of those leads. On the low side, that equals 10 more sales per rep per month. How is your 5PLGP producing for you? Get help if you need it.
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