All businesses have systems. Systems drive businesses. Some businesses have engines that can go from 0 to 100 in 10 seconds. Some businesses have faulty brakes. And some businesses…well they have a good engine with the potential to operate well beyond the average lifespan of a small business — they just need the right systems. Creating and maintaining the systems that will grow and distinguish your business requires consistent attention to all parts, big and small, that make up the machine. With the help of your business development consultant, these critical check ups can be easy.

Every system (formal or informal) consists of a series of processes. Your systems and processes are the critical components to smooth operations. Each process consists of one or more activities that will involve one or more of the following inputs:

• Labor
• Equipment/machines
• Materials (including energy)
• Facility space
• Vendors

All of your inputs must integrate and work together to have a business that truly runs smoothly and independent of any one person.

Use the following strategic steps to ensure optimal performance of your systems and processes:

1. Establish a schedule for reviewing your systems and processes. Just like a car, a business needs to be serviced on a regular basis to keep running smoothly and to prevent serious breakdowns. You can set up an annual overview of systems or monthly process review. Take note of any hitches in the works, whether it is your customer service operations, performance appraisal or sales systems.

2. Do not simply implement systems that worked for another company. Looking at other businesses for model systems can be a great resource. Make sure you consider your organization's specific needs first. Putting tires fit for a Ferrari on a Volkswagen does not make the car run like a Ferrari. There is more to achieving your ideals than just adopting best practice techniques. Different strategies require a different set of skills, different cultures, different market positions and branding. Your positioning, branding, service offering, organizational culture and technology should all be working together in support of your direction.

3. Make sure your systems do not rely on one person to make them work. Whether it is stocking shelves, answering phones or ordering supplies, a system (and even a process) that relies on one person to operate is doomed to fail. Humans get sick, tired, ornery and busy. Make sure that all systems have back up plans for day-to-day operations, technical failures and unexpected emergencies. Long-term systematization of your business directly influences its value. Imagine if you were in the market to buy a business. Would you buy a business that can run on its own or would you buy one that could not run without the owner? Obviously, the business that can run autonomously because of its systems has more perceived value.

4. Involve team members. Your team members are on the frontlines. They are the people who control the activity. Trusting their judgment, using their invaluable insight and getting their input into system development motivates them. A team that feels like it has participated in the new direction more readily accepts change. Involving team members can also facilitate building systems that require inputs and expertise from all across your business.

5. Document all processes and systems. Operations are more likely to run like greased lightening when everyone understands all of the steps and processes that comprise the system. Documenting how you do business clarifies any discrepancies and smoothes any kinks in the system due to uninformed team members. It also provides an invaluable resource, a how-we-do-it-here manual, for anyone interested in purchasing your business when you are ready to sell it.

Ferrari spark plugs mean nothing to a truck driver. Your systems have to create an experience for the customer that is valued and sought. They also have to be easily implemented by, and communicated to, team members. Finally, the systems have to integrate. You cannot have unsurpassable customer service and be out of stock.

The Ferrari of Business Engines

The Ferrari of business engines operates like this:

• Managers drive the company's vision and look at what will best serve customer needs, and how to get there.

• Team members crank and tune up customer-sensitive systems that fuel daily operations.

• Customers consume products and services at a rate that grows your business.

Speak with your business development consultant about a regular service audit to see which systems are working for you, and which could use some tuning up.

"Please hold!" The words sputter through the crackling phone line. The hostile phone handler's finger has pushed you into the great abyss of Holdum before you could so much as say, "Hello, I'm calling to inquire about your advertisement." And so you wait three seconds — long enough to wonder whether this business can really handle your request. After waiting 10 minutes you are sure you don't want to do business with this company.

The phone is on the frontline of your business. Customers can make split-second decisions about working with you based on the performance of your phones and its handlers. Having systems and technology in place for answering calls that impress prospects and customers is critical to your bottom line.

Set Performance Standards for Answering the Phone

Performance standards deliver a consistent customer experience. They also build customer confidence in your ability to deliver. They can also set you apart from competitors who often have the least experienced person handling the phone and establishing the company's first impression.

Address the Phone Basics

• How long do you let the phone ring?

• What is the appropriate greeting?

• What do you say if someone wants to speak with a colleague or the 'boss'?

• How do you position message taking?

• Do your team members offer to take a message or help?

• How do you answer internal calls?

• How do you transfer calls?

• Do you answer first and last names or just last names?

Equip Yourself with the Right Technology

Your phone equipment and technology is as important as the way in which you handle calls. When considering a new system or upgrading one, be sure you choose wisely. Knowing the basics and taking your time can save your bottom line thousands. Consider:

• Size. The number of lines and extensions you'll need will determine the size of the system you'll buy.

• Future. It makes more sense to purchase a modular system that will grow with your business rather than an inexpensive system that you'll quickly outgrow and need to replace in a year or two.

• Price. Get quotes from a number of suppliers before you make a decision.

• Product familiarity. Telecommunications experts usually recommend buying popular brands over buying obscure brands. It is easier to find dealers that can provide support and system upgrades for popular brands, and it's easier to switch dealers if necessary.

• Features. Base your feature selection on how employees will use the phone system and how calls get routed through your business.

Your business development consultant can work with you to get the most from your phone systems and performance standards.

Sales systems are mission-critical components to your business engine. Without sales you have no business. However, selling — especially cold selling — can often be the most dreaded and least structured element of a business. Regular maintenance and systems checks on your sales processes can boost your average sales and grow your business.

The Sales Force Motivators

• Is your sales team motivated by the sell itself?

• Are there incentives in place for team members to earn a higher income based on amount of sales and value of sale?

• Are salaries low and incentives high?

• Are commissions competitive?

• Do bonuses and commissions reflect a percentage of the value of the sale?

If salaries for your sales team are high and not commission-driven you could be letting the air out of the team's tires. You are likely to attract less motivated sales people. The most successful sales people are driven by the sell itself, the challenge and the reward.

That does not mean that people who are apprehensive about being seen as pushy, annoying or unsolicited will be poor sales people. With the right systems, these people can overcome their apprehension. Use your most successful sales person to create and document the system that works best for your business.

The Parts Necessary for a Successful Sales System

• Have you documented greetings and introductions?

• Are your sales instructions simple and easy to follow?

• Is your system adaptable by any person on the team?

• Do you have clearly defined greetings and questions the sales team can use to solicit customers?

• Are the benefits of products and services routinely and consistently communicated to team members?

• Is your team clear on the number one factor of selling success: Never over promise and under deliver?

• Is your sales force equipped with a detailed list of questions to ask for the sale?

• Are proven techniques for dealing with customer objections shared amongst your team?

• Is there consistent training of the sales team?

Warming Up Your Cold Calling Processes

You're not alone if you dread cold calling prospects. But if you can't overcome your dread, you are chilling your business potential. Here are some boosters to rev up your cold calling procedures.

• Make cold calls when you feel the freshest and most energized. Remember that you are offering the person something that will benefit them not burden them.

• Think of the call as a friendly conversation, not an adversarial one.

• Make friends with everyone and anyone you speak with on the phone. Secretaries, receptionists and team members are invaluable sources of information and can be your best allies.

• Do your research. Check local newspapers, industry journals and Web sites for information about the companies or individuals you're calling.

• Try to have a sense of the best person and the person most likely to accept your call. Know their name when you call.

• Prepare an opening statement. Write an opening statement in advance. You don't want to read it on the phone; rather, use it to organize your thoughts. Since you have about 20 seconds to get a prospect's attention, you can't afford to ramble once you get the person on the line.

• Keep your eyes on the goal. This is just a call to set up a face-to-face meeting. Don't waste their or your time launching into a lengthy sales pitch.

• Be prepared if your prospect stalls before committing to a meeting. If s/he asks you to send information, just keep them talking. Ask permission to ask them some more questions so that you can send the pertinent information.

• Always maintain your composure and be polite. While venting your frustrations may feel justified in the moment, it completely shuts the door to a sale. Maintaining a pleasant attitude in the face of frustration can leave a lasting impression on your prospect and keep your foot in the door.

• Avoid too much pleasantry. It can seem disingenuous coming from a stranger.

• Don't give up! Eighty percent of new sales are made after the fifth contact, yet the majority of salespeople give up after the second call. Follow up and keep calling.

Turning the Curve on a Successful Close

At the end of the long and winding sales road is the close. If your sales team is not trained to pay attention to signs, it's easy to hit a bump in the road.

Make sure your sales team asks a closing question and does not just end with a script or presentation. This puts the prospect somewhat in the driver's seat. Your sales team should wait for the prospect to answer the closing question and commit to the purchase. Valuable information can be gained to gauge how the prospect feels about the product and what hesitations or reservations there are.

The salesperson ahead of the pack will eye a prospect's signals during the presentation or discussion with a prospect. Train your team to pay attention when the prospect:

• Asks about product price, delivery, installation, service, etc.

• Asks about special discounts or incentives to buy

• Asks who else has bought the product

• Says something positive about the product

Prospects offer nonverbal clues that your team should pay attention to:

• Touching or handling the product

• Testing or trying the product

• Smiling, laughing or becoming more relaxed and friendly

• Increasing eye contact with the salesperson

If a person handles these curves correctly, the close will be easy. To learn more about building your sales systems, contact your business development consultant.

Be sure to read each article with the mindset "how could this apply to our business." Thinking of it that way will guarantee that you get value. Better yet, take notes as you read and commit to having the ideas implemented by the time next month's edition arrives. Also, make copies for each team member. To really make sure something positive happens, work with your business development specialist to talk your team through the ideas and how to set a schedule for getting them implemented. We're here to help you get started.
Cody LeGrant McKinney, CPA, P.C.

The secret of discipline is motivation. When a man is sufficiently motivated, discipline will take care of itself.

— Sir Alexander Paterson

While every effort has been made to provide valuable, useful information in this publication, this firm and any related suppliers or associated companies accept no responsibility or any form of liability from reliance upon or use of its contents. Any suggestions should be considered carefully within your own particular circumstances, as they are intended as general information only.

At Cody LeGrant McKinney, CPA, P.C. we have the business development system and solutions that can be tailored to get results for you. To learn more about any of the ideas outlined here, and/or how to build the business you've always wanted, call Cody or Jamie at (828) 765-4400 before 5:00pm. Monday through Friday and receive 2 complimentary tickets, valued at $250 each to our next Business Development Workshop.