Showing posts with label trucker management. Show all posts
Showing posts with label trucker management. Show all posts
Are you open?
Happy Mothers Day to me! Today, while I was having a nice hot bath while the family went to get me my coffee, a Trucker Management moment presented itself. Not to me, but to my hubby. He went to a different Starbucks then usual (that's where the problem started) and pulled into the drive thru, waited for about 10 minutes and no one came. So he pulled around front and finally found the hours on the door, which if he squinted just right it looked like they open at 7, but it was only 6:55am so he went to get gas first then would get coffee. He came back at 7:10 but still no one around. So he thought maybe they were just getting a late start and waited for another 10 minutes and still nothing. Finally he got out of the car to go read the 14 point font on the door for the hours and it didn't open until 7:30! So, he left and went to our usual store. The funny thing is, is that we use this exact example in Trucker Management. Most people need to know your hours when they're in the car. So test your hour sign, can be seen from the road, parking lot or car? Is it posted at your drive thru? Not to mention, that today it's the mothers who had to be up before 730 that really needed a coffee!
"Defensive driving" for your business
One of the greatest investments my parents made was to send me to Young Drivers of Canada to learn how to drive, and using the techniques their "defensive driving" approach teaches has quite literally allowed me to drive out of and avoid three serious car accidents in my lifetime. Yesterday provided the third.
The roads were a terribly icy mess all over town, and as I sat stopped in the middle of three lanes at a red light, my defensive driving habits kicked in and I checked my rearview mirrors to see what was happening behind me. I saw a car coming up in the lane to my left that was going fast enough that, given the conditions, I was pretty certain he or she wasn't going to be able to stop before the cars ahead in that lane. I worried he might try to ditch to the side and head my way out of instinct. So, I changed lanes and moved over to a vacant spot in the right-hand lane, just as this other car began a 720 degree spin around both the left (his) and the middle (previously, my) lanes.
Had I not been watching what was happening around me, in conjunction with an awareness of the general conditions all around, I would have had the side of my car smucked, and my day drastically altered for the worse. In "Trucker Management", we talk about having "rearview mirrors" in your business to always see what's gaining on you - namely, your competition. But in general, much of the ideas of Trucker Management at their core are simply about awareness - paying attention to your surroundings, whether its your competition, your physical space, your staff, your finances - whatever. The basic principles of defensive driving are much the same - simply being aware of all that is happening, and may happen, around you, so that you can proactively take steps to protect yourself, regardless of the actions of others.
Have you been "driving" your business defensively lately, always aware of the conditions and actions of others around you? Are conditions (ie. the economy) changing? How are others around you behaving in these conditions (ie. drastic price-cuts or blow-out sales by your competition to aid their cash crunch)? Do you need to "change lanes" to avoid a costly and inconvenient impact?
The roads were a terribly icy mess all over town, and as I sat stopped in the middle of three lanes at a red light, my defensive driving habits kicked in and I checked my rearview mirrors to see what was happening behind me. I saw a car coming up in the lane to my left that was going fast enough that, given the conditions, I was pretty certain he or she wasn't going to be able to stop before the cars ahead in that lane. I worried he might try to ditch to the side and head my way out of instinct. So, I changed lanes and moved over to a vacant spot in the right-hand lane, just as this other car began a 720 degree spin around both the left (his) and the middle (previously, my) lanes.
Had I not been watching what was happening around me, in conjunction with an awareness of the general conditions all around, I would have had the side of my car smucked, and my day drastically altered for the worse. In "Trucker Management", we talk about having "rearview mirrors" in your business to always see what's gaining on you - namely, your competition. But in general, much of the ideas of Trucker Management at their core are simply about awareness - paying attention to your surroundings, whether its your competition, your physical space, your staff, your finances - whatever. The basic principles of defensive driving are much the same - simply being aware of all that is happening, and may happen, around you, so that you can proactively take steps to protect yourself, regardless of the actions of others.
Have you been "driving" your business defensively lately, always aware of the conditions and actions of others around you? Are conditions (ie. the economy) changing? How are others around you behaving in these conditions (ie. drastic price-cuts or blow-out sales by your competition to aid their cash crunch)? Do you need to "change lanes" to avoid a costly and inconvenient impact?
Do as I say
Well, over the holidays I had two of our own recommendations for small business owners bite me in the butt. Matt and I talk about have systems in place that don't allow you to miss important steps in business; and we encourage to have a contingency plan in place too. Two times this past fall I got sloppy and now I'm paying for it! So I thought maybe we could all (and mainly me) learn from my mistakes:
1. I accepted a credit card payment from someone I didn't know. I took an imprint of their card which includes the credit card number and their name. But that's all. The card got declined, but the customer walked away with the product. Those of you that have read the book, what should've I have done? I should have wrote down their address, email address and phone number to follow up in case that happened, not to mention to follow up from a customer service point of view. And even better - I should've called in the number right there on the spot instead of waiting until after the event.
2. Throughout Kingston I often get asked by clients to buy my book, and if I have a copy on me I give it to them right there and then (don't want to loose the sale, right?). However, sometimes the customer doesn't have exact change on them or we don't have a pen to write down a credit card number, etc. Since I usually know these people I'm not worried as I can follow up with them about payment... if I remember that is. In 2008 we have probably given out 5 books to people and forgot to write down who. It's hard to follow up when you can't remember with who. Trucker readers what should we have done? Write it down right there, or leave ourselves a voicemail if we don't have a pen; have one master record of accounts outstanding; follow up with 48 hours of delivery, and the list goes on.
So, in looking back, what did you miss in 2008 that you'll be sure to fix for 2009?
PS - if you one of the 5, consider this your follow up and please pay up! Thanks.
1. I accepted a credit card payment from someone I didn't know. I took an imprint of their card which includes the credit card number and their name. But that's all. The card got declined, but the customer walked away with the product. Those of you that have read the book, what should've I have done? I should have wrote down their address, email address and phone number to follow up in case that happened, not to mention to follow up from a customer service point of view. And even better - I should've called in the number right there on the spot instead of waiting until after the event.
2. Throughout Kingston I often get asked by clients to buy my book, and if I have a copy on me I give it to them right there and then (don't want to loose the sale, right?). However, sometimes the customer doesn't have exact change on them or we don't have a pen to write down a credit card number, etc. Since I usually know these people I'm not worried as I can follow up with them about payment... if I remember that is. In 2008 we have probably given out 5 books to people and forgot to write down who. It's hard to follow up when you can't remember with who. Trucker readers what should we have done? Write it down right there, or leave ourselves a voicemail if we don't have a pen; have one master record of accounts outstanding; follow up with 48 hours of delivery, and the list goes on.
So, in looking back, what did you miss in 2008 that you'll be sure to fix for 2009?
PS - if you one of the 5, consider this your follow up and please pay up! Thanks.
Be a good driver!
Yesterday I presented a workshop in Barrie Ontario on networking. Driving there and back (and getting lost in the middle) I was on the road for 8 hours. Not a lot of excitement along the way, but one road sign did stick out and made me think about our book. I didn't have my camera and even in today's world of technology I can't seem to track down an image of it to share, but it said "Be a good driver, check your truck daily."
That fits so perfectly with the analogy we use in the book. "Be a good business owner, check your business (inside and out) daily." When was the last time you did a circle check or looked down at your dashboard?
That fits so perfectly with the analogy we use in the book. "Be a good business owner, check your business (inside and out) daily." When was the last time you did a circle check or looked down at your dashboard?
Always look close to home
During our world tour this past year, Matt and I have traveled all over North America and even some in Europe. At these events our average book sales ratio is 1:6. Lately we have been doing more training and speaking events closer to home (one because our family have said so and two because people have started asking for it) and suddenly our sales ratio is 1:4 and sometimes even better.
So even though the travelling is fun and exciting and sometimes can be easier (I know strange but true), it's important for every business to look close to home. What opportunities lie right in your backyard that you haven't seen yet?
So with that said... here's some information on our upcoming Kingston workshop.
Thu, Mar 27, 2008
8:30 AM - 11:00 AM
$60 (includes snacks, 2 training sessions, autographed copy of Trucker Management)
A Day in the Life Contingency Planning for your Small Business
In this interactive seminar, participants roleplay a full day of operations in a small business, brainstorming actions and reactions as everything that can go wrong does. By the end of the seminar, participants will be well equipped to transfer the lessons learned back to their own businesses, ensuring they have all of the necessary contingency plans in place to avoid costly disruptions. Useful tools that participants can immediately implement in their businesses will be provided as take-away resources.
Assembling Success
Do you have what it takes to lead your team to victory? Successful organizations depend on quick-thinking leaders, an ability to recognize strengths and weaknesses of team members, and plans that allocate resources for maximum efficiency. This fun and fast-paced session has teams competing to design and execute an assembly line, and get quality products to market more quickly than the others while facing unique challenges associated with the abilities of each team member. The lessons illustrated by this exercise can easily be transferred to any type of business or organization. Team leaders will have their decision-making and communication abilities tested in a hectic environment how will you measure up?
To register contact us at:
613-546-0222, info@truckermanagement.com
So even though the travelling is fun and exciting and sometimes can be easier (I know strange but true), it's important for every business to look close to home. What opportunities lie right in your backyard that you haven't seen yet?
So with that said... here's some information on our upcoming Kingston workshop.
Thu, Mar 27, 2008
8:30 AM - 11:00 AM
$60 (includes snacks, 2 training sessions, autographed copy of Trucker Management)
A Day in the Life Contingency Planning for your Small Business
In this interactive seminar, participants roleplay a full day of operations in a small business, brainstorming actions and reactions as everything that can go wrong does. By the end of the seminar, participants will be well equipped to transfer the lessons learned back to their own businesses, ensuring they have all of the necessary contingency plans in place to avoid costly disruptions. Useful tools that participants can immediately implement in their businesses will be provided as take-away resources.
Assembling Success
Do you have what it takes to lead your team to victory? Successful organizations depend on quick-thinking leaders, an ability to recognize strengths and weaknesses of team members, and plans that allocate resources for maximum efficiency. This fun and fast-paced session has teams competing to design and execute an assembly line, and get quality products to market more quickly than the others while facing unique challenges associated with the abilities of each team member. The lessons illustrated by this exercise can easily be transferred to any type of business or organization. Team leaders will have their decision-making and communication abilities tested in a hectic environment how will you measure up?
To register contact us at:
613-546-0222, info@truckermanagement.com
Assembling Success Toronto-Style
We had an enthusiastic group of young professionals at the JCI Central Region conference in Toronto, who came up with some creative ways to assemble their products in the "Assembling Success" exercise. In addition to having fun, they learned about allocating resources, assigning team duties, as well as aspects of communication and leadership & management. A big thanks to all for their participation!
Continuing the World Tour in 2008
For those of you keeping up with the World Tour we've been on this past year, we're not done yet! Some of the places we are trying to secure training and keynote opportunities for 2008 are:
- Iceland
- Malta
- Washington, DC
- Florida
- North Carolina
- Quebec City
- Ottawa
- London, ON
- Winnipeg
- Northwest Territories or Nunuvat
If you have any connections or would like to help us plan something in any of these places (or anywhere else on the globe for that matter) please let us know.
Book Signing Event
Where: Indigo Books, Princess St at Sydenham St, Kingston ON
When: Wednesday, December 5, 5pm - 630pm
What: Book Signing for Trucker Management, free goodies
Who: Lindsey Fair and Matt Hutcheon
When: Wednesday, December 5, 5pm - 630pm
What: Book Signing for Trucker Management, free goodies
Who: Lindsey Fair and Matt Hutcheon
Shameless Act of Promotion
We try not to do this often, but don't want to miss the chance for the holiday season. For all you supporters, friends, contributors and people that just plain like our book - it's coming down to the wire to get a copy of the book to put under the tree this holiday season. To purchase the book simply go to: http://www.truckermanagement.com/. We'll even send you a signed copy! Happy Holidays everyone!
The Official Trucker Management Book Launch Event
Everyone's invited (but you do need to RSVP please) to our official book launch on October 23. There will be some free munchies, a game or two to showoff the book and of course signed copies of the book will be available for sale.
Launch Details:
Tuesday, October 23rd
5:00-7:00pm
Tango (331 King Street East)
Kingston, ON
Free munchies, Cash Bar
RSVP: info@truckermanagement.com
Over planning can be Overkill
We always talk about (and even write about in Trucker Management) that planning, from business planning to contingency planning, is key to small business success - and it is. At the same time however, there comes a time when enough is enough and it's time to stop planning and start doing.
A Junior Chamber chapter this year experienced how over planning can be overkill. JCI provides tools and templates for the individual chapter to complete a yearly business plan. The challenge is that the organization has a pretty diverse mission and a vague target market (only defined by age). In one city, the JC's may look like a business networking association, in another a community club and in another a social group. The other challenge is that the Board of Directors completely changes over every year, so the plan starts from scratch every year. Every chapter struggles with trying to be everything to everyone. So, this chapter we're talking about, spent many months planning who they were, who their target market was and what programming would occur. Then when the President had to leave half way through the year, the new board had to go back into planning mode before the first plan was complete. For 7 months the chapter was planning what it would be doing for the year, even though the year was almost over.
In September, the chapter realized enough is enough and that the planning phase had actually deterred members from attending and joining. So in September they DID something, not just talked about it. The talk on the town the last few weeks had much and improved.
A good quote to sum this up is:
Ready. Fire. Aim.
is better than
Ready. Aim. Aim. Aim. Aim. Aim...
A Junior Chamber chapter this year experienced how over planning can be overkill. JCI provides tools and templates for the individual chapter to complete a yearly business plan. The challenge is that the organization has a pretty diverse mission and a vague target market (only defined by age). In one city, the JC's may look like a business networking association, in another a community club and in another a social group. The other challenge is that the Board of Directors completely changes over every year, so the plan starts from scratch every year. Every chapter struggles with trying to be everything to everyone. So, this chapter we're talking about, spent many months planning who they were, who their target market was and what programming would occur. Then when the President had to leave half way through the year, the new board had to go back into planning mode before the first plan was complete. For 7 months the chapter was planning what it would be doing for the year, even though the year was almost over.
In September, the chapter realized enough is enough and that the planning phase had actually deterred members from attending and joining. So in September they DID something, not just talked about it. The talk on the town the last few weeks had much and improved.
A good quote to sum this up is:
Ready. Fire. Aim.
is better than
Ready. Aim. Aim. Aim. Aim. Aim...
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