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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

Setting the Ground for Business SuccessSetting the Ground for Business SuccessSetting the Ground for Business SuccessSetting the Ground for Business Success

How to define your goals, strategy and metrics

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Materials and forms in this guide are for your use only. If you wish to duplicate

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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

10. Start Today!


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.


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


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 30 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 10 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.


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.


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.


10 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 10-25 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.


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


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 10-25 KPIs

What are your top 10 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.


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


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


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.


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…):

______________________________________________________________________________


______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

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 ___________________________________________________________________


7.5 ___________________________________________________________________

8. Top 10-25 KPIs:

8.1 ___________________________________________________________________

8.2 ___________________________________________________________________

8.3 ___________________________________________________________________

8.4 ___________________________________________________________________

8.5 ___________________________________________________________________

8.6 ___________________________________________________________________

8.7 ___________________________________________________________________

8.8 ___________________________________________________________________

8.9 ___________________________________________________________________

8.10 ___________________________________________________________________

8.11 ___________________________________________________________________

8.12 ___________________________________________________________________

8.13 ___________________________________________________________________

8.14 ___________________________________________________________________

8.15 ___________________________________________________________________

8.16 ___________________________________________________________________

8.17 ___________________________________________________________________

8.18 ___________________________________________________________________

8.19 ___________________________________________________________________

8.20 ___________________________________________________________________

8.21 ___________________________________________________________________

8.22 ___________________________________________________________________


8.23 ___________________________________________________________________

8.24 ___________________________________________________________________

8.25 ___________________________________________________________________

9. My Business Processes:

9.1 ___________________________________________________________________

9.2 ___________________________________________________________________

9.3 ___________________________________________________________________

9.4 ___________________________________________________________________

9.5 ___________________________________________________________________

10. My Business Tools:

10.1 ___________________________________________________________________

10.2 ___________________________________________________________________

10.3 ___________________________________________________________________

10.4 ___________________________________________________________________

10.5 ___________________________________________________________________

10.6 ___________________________________________________________________

10.7 ___________________________________________________________________

10.8 ___________________________________________________________________

10.9 ___________________________________________________________________

10.10 ___________________________________________________________________


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


Let’s take a look how the client used the 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…):

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

Grow Total Revenue by 15% next 12 months

Reduce Operating Costs per Product by 10% next 12 months

Reduce Number of Defective Products by 25% next 12 months

Zero Lost Customers

Grow Revenue with Current Customers by 5% next 12 months

Moving and Storage Businesses - Local

Moving and Storage Businesses - Regional

Online Sales - Nationwide

Manufacturing Plants - Regional

I am not going after Regional Moving and Storage Businesses

I am not going to sell online transactions < $500

I am not going to sell without 1-year contract unless margin > 30%

Regional Manufacturing Plants Generating Revenue > $0.5M per Year

Local Moving and Storage Customers with margin > 30% and no delivery


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 ___________________________________________________________________

7.5 ___________________________________________________________________

8. Top 10-25 KPIs:

8.1 ___________________________________________________________________

8.2 ___________________________________________________________________

8.3 ___________________________________________________________________

8.4 ___________________________________________________________________

Product variety and customized product offering based on contract

Total logistics solution with JIT Delivery and Inventory Management

Team of Sales and Logistics people work with the ideal customer

Form teams of sales and logistics experts and provide training

Use the Activity Based Tool to estimate total cost per contract

Organize in-house Quality Control training and procedures

Use RFM Tool to identify customers with change in purchasing pattern

Form team specialized in direct sales to manufacturing plants

Team building and teamwork in sales and quality control

Activity based costing implementation and training

Develop quality control procedures and training

Implement RFM and train marketing and direct sales teams

Total Revenue

Revenue - Manufacturing

Revenue : Moving & Storage Local

Revenue : Moving & Storage Regional


8.5 ___________________________________________________________________

8.6 ___________________________________________________________________

8.7 ___________________________________________________________________

8.8 ___________________________________________________________________

8.9 ___________________________________________________________________

8.10 ___________________________________________________________________

8.11 ___________________________________________________________________

8.12 ___________________________________________________________________

8.13 ___________________________________________________________________

8.14 ___________________________________________________________________

8.15 ___________________________________________________________________

8.16 ___________________________________________________________________

8.17 ___________________________________________________________________

8.18 ___________________________________________________________________

8.19 ___________________________________________________________________

8.20 ___________________________________________________________________

8.21 ___________________________________________________________________

8.22 ___________________________________________________________________

8.23 ___________________________________________________________________

8.24 ___________________________________________________________________

8.25 ___________________________________________________________________

9. My Business Processes:

9.1 ___________________________________________________________________

9.2 ___________________________________________________________________

Revenue : Online

Revenue : New Customers

Total Operating Costs

Total Warehouse Costs

Total Delivery Costs

Cash Flow

EBITDA

Net Profit

COGS

New Customers (last 3 months)

Sales Commissions

Payroll

Headcount

Number of Returns

Number of Complaints

Number of Accidents

Number of Late Deliveries

AR > 90 Days

Gross Margin

Training Hours

Number of Online Transactions

Direct Sales to Manufacturing Plants

Cost Estimate and Pricing based on Team Audit at Customer Site


9.3 ___________________________________________________________________

9.4 ___________________________________________________________________

9.5 ___________________________________________________________________

10. My Business Tools:

10.1 ___________________________________________________________________

10.2 ___________________________________________________________________

10.3 ___________________________________________________________________

10.4 ___________________________________________________________________

10.5 ___________________________________________________________________

10.6 ___________________________________________________________________

10.7 ___________________________________________________________________

10.8 ___________________________________________________________________

10.9 ___________________________________________________________________

10.10 __________________________________________________________________

Quality Control

Customer Service

Marketing (PR, Advertising and Promotion)

Executive Business Scorecard

Customer Audit Questionnaire Tool

Direct Sales Presentation Tool for Manufacturing Plants

Activity Based Costing and Pricing Tool

Customer Service Script and Tools

RFM Analysis Tool

Sales Funnel Tool

Quality Control Forms and Templates

Sales Funnel Tool

Data Collection Forms and Templates


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.

Number of Complaints Number of Accidents

EBITDA Net Profit COGS New Customers

Rev. M&S Regional

Online TransactionsLate Deliveries AR > 90 Days Gross Margin Training Hours

Sales Commissions

Payroll Headcount Number of Returns

Warehouse Costs Delivery Costs

Total Revenue Rev. Manufacturing Rev. M&S Local

12/5/2007 12/16/2007Bob's Business Scorecard

Rev. Online

Cash FlowRev. New Customers Total Operating Costs

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10. 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 one-

page 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

[email protected]

©2011 MR Dashboard LLC. All Rights Reserved.

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