offerbook 2

The Big Idea

The business literature over the years has been bombarded with a good number of paradigmssome rudimentary and others selfaggrandizingthat more often than not stringently tell management what to do in order to make progress. Though theories have by far aided leaders and corporate executives on their way to operational success, most books have not conscientiously explored and disentangled the complex process of execution. It is at this point that Bob Prosen slots in his brilliant opus, Kiss
Theory Good Bye, where he provides a clear-cut how-to and stepby- step instructions for obtaining unprecedented results in the organization. By utilizing proven tools and actions that, when appropriately employed, facilitate growth and profitability, the author propels companies to hit their targets and get ahead in the most practicable, trouble-free kind of way. This book is a groundbreaking book in that it allows the reader easy comprehension and application of the managerial mantra, Kiss Theory Good Bye. The book demonstrates that there is purpose in going back to the basics, and that which appeared all too trivial, will in fact work no matter at what stage the company finds itself in. what to do in order to make progress. Though theories have by far aided leaders and corporate executives on their way to operational success, most books have not conscientiously explored and disentangled the complex process of execution. It is at this point that Bob Prosen slots in his brilliant opus, Kiss Theory Good Bye, where he provides a clear-cut how-to and stepby- step instructions for obtaining unprecedented results in the organization. By utilizing proven tools and actions that, when appropriately employed, facilitate growth and profitability, the author propels companies to hit their targets and get ahead in the most practicable, trouble-free kind of way. This book is a groundbreaking book in that it allows the reader easy comprehension and application of the managerial mantra, Kiss Theory Good Bye. The book demonstrates that there is purpose in going back to the basics, and that which appeared all too trivial, will in fact work no matter at what stage the company finds itself in.

The Clutter that Conjecture Creates

The book deftly illustrates that what managers' need are not byzantine schemas smothered with grand business plans that often take too long to achieve results. But rather, they need a pragmatic toolkit or a roadmap to guide them in carrying out their tactics and successfully achieving their financial and operating objectives. In a world that is constantly in a state of flux, what they need are straightforward answers that can be deployed without delay to augment their organization's performance. Consider the following queries as related in the book:

Does your company spend too much time planning and too little time executing those plans?
Are you frustrated because too many decisions end up on your desk?
Are you concerned about finding and retaining top talent?
Do you spend too much time following up to ensure things get done?
Do you want to increase accountability so you get the results you need?
Are you concerned about consistently meetings your operational and financial commitments?
Do you wonder whether your entire workforce is fully focused on meeting your organization's top objectives?
Does your company use a defined process to reduce inefficiency and eliminate work?
Do you receive too much date instead of the information you need to make accurate, timely decisions?

If the answer to these questions is a resounding “Yes!” then the book is the valuable way out, as it provides a way to pro-actively free an organization from the grips of stasis and the shackles of inefficiency.

Five Crippling Habits that Attack from Within

1. Absence of Clear Directives
2. Lack of Accountability
3. Rationalizing Inferior Performance
4. Planning in Lieu of Action
5. Aversion to Risk and Change

The Opposite Side of the Coin:
Five Attributes of Highly Profitable Companies

1. Superior Leadership
Reality Check # 1: Does Your Leadership Team Measure Up?

For managers and top executives, here are essential questions, which, Prosen maintained, you need to ask yourselves in assessing the effectiveness of your leadership team:

Does the company have the right top objectives supported by the entire senior management team?
Are you keeping people focused on achieving the company's top objectives?
Are you managing people too closely?
Have you hired the right people?
Have you eliminated ineffective meetings and implemented conversation for action?
Have you made results visible, made people own their output, and utilized a system that rewards results not effort?
Are you helping people prioritize actions in alignment with the company's most important objectives?

2. Sales Effectiveness
Reality Check # 2: Does Your Sales Team Measure Up?

Managers/leaders should bear these key questions in mind:

Does my sales team consistently meet or exceed revenue and margin goals?
Does my sales team focus on selling the company's existing products and services and minimize one-offs?
Does my sales team enter accurate and timely sales data into the company's reporting systems?
Does my sales team know the competition in-depth and how to attack it?
Do I involve senior management to help close important new business and pursue the business we can win?
Do I track products sold to ensure that the correct product mix and associated margins are being achieved?
Do I regularly check the accuracy of our pipeline forecast by comparing what was projected against what was closed?

3. Operational Excellence
Reality Check #3: Does Your Operational Excellence Measure Up?

Does the company receive accurate and timely cost reports that promote effective decision-making?
Do we have a deep understanding of our competitors' cost structure and can we respond quickly to changes?
Do we effectively manage employee productivity?
Do we have a defined process for eliminating rework and inefficiencies?
Are deviations from the costing plan analyzed and thereafter avoided?
Are we able to effectively manage projects within the time and budget allotted?

4. Financial Management
Reality Check #4: Does Your Finance Team Measure Up?

In evaluating the competence of your fiscal experts, Prosen indicated that managers/leaders must ask if the finance team:

Proactively provides specific business recommendations to improve company profitability?
Accurately captures results, converts data into information, and provides reports that enable effective decision-making?
Always operates with utmost integrity?
Provides real-time data analysis?
Have a deep understanding of the business that enables them to make qualified, actionable budgetary recommendations?
Provides early-warning information by tracking key internal and external fiscal indicators?
Continually negotiate better terms on all contracts, leases, and vendor agreements?

5. Customer Loyalty
Customer Service Questions #5: Does Your Customer Service and Support Measure Up?

Do we consistently underpromise and overdeliver?
Do we resolve customer problems quickly?
Do we take all customer feedback seriously?
Do we have a mechanism to reduce problem recurrence?
Do we consistently measure customer loyalty and improve results?
Do we continually explain ongoing value to existing customers?
Do we have a clear and concise value proposition based on consumer demand?
Will all our customers continue buying from us and do they give us testimonials and references?
Do we hire sales and service people with the unyielding commitment to service?

The Ten Commandments of Superb Execution

1. Choose your direction--where exactly is the company headed? Start developing/refining concise mission statements
2. Determine your competitive advantage--tap your intellectual capital and engage in valuation processes. Know what you know and how much you know of it.
3. Assess if you've hired the right people for the right position--do away with impetuous recruitment. The candidates track record and what she/he knows matter more than whom she/he knows
4. Anticipate and Analyze Risks--scan the competitive playing field. Has it been levelled? Are you in the zone or lagging behind? What could possibly result from one of your competitors' moves? Do you have a contingency plan?
5. Do not linger on plans--once a plan is concocted, do not hang around. Execute right off the bat and secure it with the appropriate budget and individual objectives.