R.J. Stasieczko

The Wrecking Ball

Recently while walking through downtown as I looked around at all the modification taking place, it validated my thinking of how nothing remains as it was once intended. The marvelous of technology consistently change our intentions and speed up the tenure of relevancy. Eventually, we need to bring in the wrecking ball and deconstruct the past to construct the future. Many will hope for more time, some will be victims of time, while a few others will continue being ahead in time.

Sears is a great example of holding on to the past betting time can save them. Sears is a victim of their obsolescence caused by their lack of imagination. They continue to hold on to yesterday as they watch all of their resources disappear. They’ve allowed their assets to fade away. Instead, when they were plentiful, they should have used them to de-construct their irrelevancy and construct their new relevance. Their stubbornness to modify is forcing them to liquidate assets to pay their bills; bills customers used to pay for them. Sears lost control of their de-construction, and along with that, they had no relevant architecture to construct something new.

Like the taxi industry, Sears did not listen to the marketplace they instead listened to their delusions of recreating yesterday’s glory. They can not see through their current stubbornness to what they could have been, and now their demise is probable. One would have to ask. If Richard Sears were alive today would Amazon be called Sears? Some will blame the retail apocalypse for destroying Sears. The truth is,  It’s a lack of imagination and their stubbornness in maintaining a yesterday’s marketplace as their customers shop in tomorrows.

Watching the reactions to market disruptions is interesting. Those who can disrupt themselves have more control they understand when to bring in the wrecking ball destruct their obsolescence and construct their new relevance. However too many industries experiencing disruptions are reacting like, Sears they hold on to the past watching their assets deplete. Then there are others who are obsessed with buying more market share of what the market already determined it doesn’t want or doesn't need as much as it used to.

"When a marketplace concludes where the line of growth ends. Nothing can raise that growth line whether based on good intentions, large investments or buying market share through acquisitions; nothing can move the line of growth above were the marketplace decided to draw it."  

All the growth in a declining market is only temporarily borrowed or obtained from those exiting. Only through innovative construction in a declining market is there a path to new revenues and profits. If the acquisitions bring diversification, the strategy makes sense. As an example, why did Sears buy Kmart instead of a software company or logistics company? Why are taxi companies buying other taxi companies? Should they instead be investing in driverless technology or something else their imagination could show them? Regardless of the industry buying more of the same makes sense in a growth market, and buying diversification makes sense when your core deliverable’s market is in decline. When more of your revenue growth is coming from acquisitions rather than customers, it’s time to change who you acquire. Buying customers is easy keeping customers takes relevance, and relevance is the ability to listen to and react to what the marketplace is telling you. The desperation to grow revenue can overtake the discipline to grow profit; especially in declining markets.

We have all heard the saying; “The worst time to go shopping is when you're hungry. You always buy too much, and most of it goes bad before you eat it.”  That is also good acquisition advice.

Amazon’s acquisition strategy will influence the future innovators and cause current leaders to re-think their philosophy of investing in more of the same. Jeff Bezos has taken diversification to a whole new level. Bezos does not invest in something because he’s comfortable with its deliverable, he invests in what the market wants and then gets comfortable delivering it. He listens to the market not the emotional baggage of comfortableness. As this new innovative world continues shorting the life of relevancy. Many leaders will face the decision to call in the wrecking ball to deconstruct their past and construct their future.

“Bussiness Complanacy is the enemy of what could be. It will embed itself in the insecure first as it attempts to confine status quo.”  

R.J. Stasieczko    

Knowing the Cost of Indecisiveness

During the transformation of a business or industry, it’s important to understand both the cost of inaction and the cost to respond. Many organizations plan their path forward they determine a budget, put together a proforma, assign the team and move forward enthusiastically.

Going from where you are to where you need to be is not a journey for the indecisive. Today the greatest test of any leader is how they respond to innovation’s threat. Disruptive innovators using the marvels of technology are and continue to change the things we thought to be unchangeable, or at least we hoped the current circumstances of our comfort would last forever.

As leaders plan the construction of what will be, they must also plan the destruction of what was. During this process, not only do you need a complete understanding of the cost associated with the progress towards what will be new. They must also comprehend the cost associated with any temporary stalling in the what is along the way. In this transition process, leaders will have many opportunities to prove their determination to create and deliver a new order of things. As the leader recognizes opportunities for improvement, they must remember that their greatest responsibility is to the business.

Most will attest a business is a living breathing entity which provides, nourishment, and security to those it employs. When the business comes second to a human, it threats the remaining humans who rely on its stability and wherewithal to provide. There is no greater threat to businesses than indecisive or insecure leadership. You can recognize them when their comfort of complacency supersedes their comfort in leading a new way forward when a new way forward is demanded by either innovation or market conditions.

So, as the organization is moving along the road to a re-invention, restructure, or simply the continuous modification required of all businesses. They must have along with them not only the proforma outlining rewards of what’s to come. They must also analyze and understand the cost and burden of any temporary stubbornness that stalls them along the way.

“Perceived stability is the greatest threat to a company’s willingness to cause Innovation.”

Think about a service industry or business where there is a “Serviceability Transition” A transition were service needs are diminishing through increases in the product’s reliability thereby disrupting the legacy service model. The disruption is that the new product only requires one service interaction to the old products four or five service interactions.

This type of disruption is not uncommon. Think about the Television, think about the everyday appliances used in homes, think about the automobile industry. Now think about your industry. I assure you I am thinking about mine.

“We have become a society of replacing it, over fixing it, this trend continues to affect products once thought would always need repairing.”

The facts are that all products which require a service deliverable will consistently improve to reduce service interaction, and today that improvement is moving faster than ever. The demands of end-users who desire “Service Free Experiences” are growing at record speeds. In the past products were made to break and be fixed. The aftermarket revenue from replacing parts and servicing the product was equal to the revenue from selling the product. However, in most cases, the profit was always greater on the service deliverable. 

“Today Product end-users care more about never needing service than they do about how good your service is.”

As service models modify, the two key components needing the proverbial under the microscope management are Parts and People, or Labor. Parts are easy just realign your inventories. If ever a reason to ensure that there is never more than 6-8 weeks of parts usage in a service providers inventory it’s during a declining market where equipment is rapidly improving, have a strategy to eliminate back stock which matches the strategy to move from the legacy service intensive equipment to the new innovative equipment. Don’t be the last T.V. repairman who had thousands of dollars and a five year supply of tubes in stock the day Televisions stopped using tubes. 

Now comes the hard part, The People. The hardest job of any leader is the responsibility of the people. When workforce corrections are needed and not responded to the consequences can be devastating it jeopardizes the life of the organization. Even with the knowledge and understanding that personnel corrections are needed the pain associated with implementation is troubling. After all, humans are supposed to have compassion, and thankfully most do. However, I must repeat my earlier thoughts “The health of the company is every leader’s greatest responsibility.” Leaders who prepare for transitions must include the human capital implications in their roadmap. In other words, don’t hire more sailors when you know you are replacing your boat with a train. Planning a different future must include a plan for the people as much as the plan for the product. During transitions, the unprepared will try fitting people into positions, and those prepared will have people in positions they fit.

During good times and bad how one prepares for the constant modifications needed in today’s business world will define them. Many organizations will face opportunities which will challenge everything they thought was sacred. When leaders understand the cost impact of indecisiveness, they will respond appropriately that’s what leaders do. In this innovative world, as we elect or are forced to transition along with our proforma describing what we strive. We must also put together a detailed description of what the cost will be if we stall progress with in-action. In-action is an unnecessary cost and will overwhelm the good intentions of what we know must be done.

“In business, good intentions must be balanced with the reality of the importance of profit.”

R.J. Stasieczko  

Lunch at the Terminal

Well, the day has finally come when what we thought was impossible is now not only possible it’s reality. It seems that things which challenge the concept of normalcy sooner or later prove that normalcy is never defined instead it’s only interpreted.

Interpretation is the translation of those whom we collaborate. Today how and who we collaborate with will prove to be instrumental in our success. We can no longer seek only those who think like us in hopes for some improvement. We must instead seek to collaborate with those who can help define our reinvention keeping us constantly relevant. Collaborating in the 21st century cannot strictly be about looking for what absolutes we can discover from commonalities. Today’s collaborations must also include seeking and defining the unknown.

“When you stop looking for absolutes is when you discover the excitement of the unknown.”

Recently at an airport terminal’s restaurant, I found myself within ears distance of a conversation between some executives from the retail food industry. As these executives talked, you could hear both passion and complacency. One could relate the conversation to many industry leaders. A conversation regarding the threaten tenure of what is.

A passionate member of the group was describing a need for change based on the facts of the marketplace, facts about the changes to their ex-customers desires. Then there was the insecure executive who subconscious you could hear the pleading for things to remain as they are while his conscious voice articulated what could only be described as wishful thinking. The other members at the lunch meeting would have no conviction of their own instead went back and forth with their agreements. I stopped counting the times I heard “no one would do that,” or “that is impossible.” Personally, regarding the phrase “No one” I believe, “No one is usually someone you refused to look for.” The passionate character was persistent in her attempt to break through the sound barrier of complacency her fellow collaborators had constructed.

“The shield of complacency is the armor used by those insecure of their place in the future.”

Why do so many leaders make the companies fight for survival, a survival about them? Everyone knows it should be about the customer or lack of them, not the insecure who can’t imagine their place in a new order of things. As I listened, I could hear the stubbornness to maintain completely overwhelm the eagerness to explore. Most of the executives have pre-determined what their customers want along with the experience they desire and they base this pre-determination exclusively on the what and how they currently deliver to market. They are convincing themselves that facts about perceptions outweigh reality.

 “We cloud our thinking of what’s possible when sameness fills the atmosphere around us.”

When organizations or industries arguments for complacency are based only on their past relevance, and past experiences they miss the opportunity to explore and learn how their comfort of currently could ultimately be undermined. Today with ever growing speed, the deliverables of many industries are being reinvented or destroyed. Making way for what the past interpenetrated as impossible a reality. Let’s open the door of the sameness chamber step out and seek what will be the new normal, let’s be the translators of the future we can only do this when we leave our terminal of complacency and enter the world of opportunity.

R.J. Stasieczko        

Customer Experience is not discovered in a Survey

So, the leadership decides to survey their customers; please tell us how we are doing? Most all organization perform this exercise some so much it's annoying and some hardly ever. The results are always the same our customers love us, our customers would most definitely buy from us again, and our customers say that they are happy. Oh yes, there is always one or two who complain and wish they never meet us, of course, most of the time we determine the complainers are unreasonable.

Yes, knowing how your customers feel is important. However, customer satisfaction is not a true measurement of customer experience. Too many confuse Customer Experience with Customer Satisfaction. Let me explain my thinking.

Customer Satisfaction, I define as a relationship-driven process based on our customer’s satisfaction with the current circumstances of our product or service. The customer bases this satisfaction with an unawareness of what could be better. They evaluate what and how things currently are.

Customer Experience, I define this way. Customer Experience lives at the intersection where Customers and Products or services meet. Their Experience is determined by how easy they can navigate through this intersection an intersection where the roads are paved more and more with digital asphalt. Great Customer Experiences will always win against Customer Satisfaction. The customer was completely satisfied with an outdated or complacent deliverable until a new better Experience became available.     

These definitions of mine are what influenced me to pen the following quote; “You can be the vendor with the greatest relationships in the world and lose to the new unknown competitor who delivers a better experience.”

There are many examples where Customer Satisfaction lost to a better Customer Experience such as the Taxi industry, the Hospitality industry, the retail brick, and mortar industry are a few. So, let’s use Amazon the disrupter of the Brick and Morter industry as an example:

The brick and mortar leaders sent out their surveys; they asked how the stores looked? Were they clean? Were the clerk’s friendly? Did you feel safe in the parking lot? Then they ask, were you satisfied? They ask for a rating from 1 to 5.  

Well, more than half the surveyed customers filled out the survey, and nearly all did it online, and after they hit send they resumed filling up their Amazon shopping cart. The customer was indeed satisfied with the current circumstances of their local brick and mortar store. However, these customers were beginning to realize the benefits of the Amazon shopping Experience most determined shopping online was a better Customer Experience. The convenience of traveling digitally through the Intersection where they met the products they want and need is proving to be an Experience the brick and mortar stores are struggling to match.  

Obviously, some will argue that Amazon is terrible, or their customer service is deplorable. Of course, Amazon is not concerned by a few. Amazon thrives because of the millions and millions who traded in old vendor relationships based on temporary satisfaction for the ever-improving better experience.

In Closing:

“It’s easier for the old way to modify through reinvention and keep their customer than the inventor to invent and seek the customer.”

The quote above is the reason that every business leader must work tirelessly to ensure they control all aspects of operational cost regardless whether their current circumstances are satisfactory or even thriving. We all should know that temporary is a shorter than every tenure. Cost control is what affords the company the resources to modify constantly ahead of forced change. Today a company’s speed and their discipline to transform or modify quickly is the greatest asset to ensure survival.  Today’s leaders must understand the Importance of the phrase “Currently this is how we do it.”

“Customer Experience is what feeds Customer Satisfaction, don’t let your Customers starve in Satisfaction.”

R.J. Stasieczko

The Customer has Imagination Too

The past already happened it is defined and remembered. The future is a work in progress; the future is always an unfinished painting or a never-ending movie. As one who is always exploring what could be from what temporarily is I understand the importance and the role of imagination.Regardless of your industry, as you migrate from the way it was, to the way it will be; it’s important to remember that industries change because their customers did. Today we must imagine with our customers as they imagine a better way, as they create the new reasons (why) they will or will not interact with someone or something.

On the road to the future, what was will continuously try to stop the vehicle of what could be.”

During times of disruption or industry transformations looking ahead at what could be is a constant process for the visionary. However, those who find the present more rewarding will sabotage the conversations of what could be with the screams of what was or what is. They will attempt a coup on any progression towards the future or anyone who may attempt at delivering what the future holds. We must all remember the choice whether to change or modify is not the business it’s the customers. The business just decides whether it keeps or losses its customer.  

As the new year presents itself some will wish for a continuation of what was, many will hope for better things, and few will have made plans to execute on something new. Many industries are finding themselves in transition or disruption. Many did not prepare, did not hear, or refuse to listen to the warnings. During times of disruption, it’s the end-users of products and services which fuel the movement to the new or disruptive way. I find it interesting that those who find themselves challenged when a new order of things appears always blame the disruptors for their downward spiral. Customers determine the preferred What, how and the why they respond to all market forces. Without the customer, there is no market.

Organizations today must have the ability to look past their current circumstances, to ignore the rhetoric of the way it was. Leaders must decide if they will be a victim of disruption or lead their disruption. Today more than ever organizations must listen and pay attention to the signs as their modifying customers look for better options with better experiences. Today more and more end-users value the experience in how they engage with a reseller’s product, its delivery, and support. Too many believe customer relationships will win over customer experience. Things have changed today a customer experience is why they buy a customer relationship is because they buy.

The customer today has more options and has more resources to evaluate those options than ever in history. Things are changing faster than ever. I believe it’s the customer who gives the disrupter momentum. Organizations void of stubbornness who listen to and can imagine with their customers’ what their customers’ desire either new or reinvented will win. Organizations who fight disruption with more of the same will find themselves obsolete at the regretable table.

Let’s all accept that 2018 will change what we do, and how we do it. These changes will be a result of the why our customers continue to engage us or engage with someone new. Let’s us all stop building the future with memories, and start building the future with what we can imagine our customers are imagining.

“Painting your vision of the future requires the ability to paint over your memories with the paint of your imagination.”

R.J. Stasieczko

Before How is Why

“In a business creation or it’s reinvention, It’s the Why the customer buys it that starts the business plan.”

Why should any company or industry reinvent themselves? A critical question for all businesses. Some will ask themselves this question long before others and create the answer for those competitors who waited. Too many waste time in the complacency of now, this complacency always demands justification on How something could be done different or modified and ignores the Why something needs to be different. These arguments of (how) take precedent over discoveries of why every time. Complacency will always put a shadow on why something different is needed. Reinventors or innovators look outside for answers to the why something needs modification they define through collaboration and imagination. Innovators or reinventors understand the importance of why what’s the reason for something new or something to be modified the answer will define the how.

I was standing out in front of my residence waiting on Alice the UBER driver to take me to the airport. As I stood there thinking how much I like UBER, I decided to change the conversation in my mind and think about why I didn’t like cabs anymore. It boils down to the experience. From the beginning of the engagement till the end I was informed and felt in control. The digital customer experience of UBER just kills the outdated multifaceted analog experience of the cab company. It’s the APP; it’s about getting the desired outcome with a simplicity which then becomes the better experience.  

 “You can be the vendor with the greatest relationships and lose to the new unknown competitor who delivers a better experience.”

I began to think does this quote apply to a service based business where the client and the vendor have a contracted relationship, or does it apply more towards the client-vendor relationship based on a call and pay as you go service relationship, like the Taxi industry?  I would guess that very few people had relationships with cab drivers, and quite frankly very few passengers have relationships with UBER or LYFT drivers. Is it this non-relationship between end-user and vendor which allowed the share ride model to expand beyond belief and challenge the Taxi, hospitality, technology, Retail, most all industries?

My answer is relationships in business will always be circumvented by a better experience regardless of the industry and regardless of the deliverable. Those who believe that their great relationship will persevere an obsolete experience or customer engagement are delusional. So, let’s determine the definition of an obsolete experience. First, don’t confuse bad customer service with a bad user experience. You can deliver a great customer experience and still deliver bad service as you can have the greatest customer service and deliver a terrible or completely outdated experience. Bad service will correct itself with discipline. However, a bad customer experience will only correct itself with a new business plan. Today customers what an experience in the means phase of achieving the outcomes they desire, customers what to acquire your products, or receive your services which aligns with their digital life.

 “Customer experience is determined at the intersection of the digital and physical worlds.”  

The Share Economy gave birth to many new organizations and gave opportunities for many legacy organizations to modify, to reinvent themselves. Ironically many saw the threat and wished it away, they complained about in courts, they stayed on the track to becoming obsolete and soon will realize they have arrived.

Whether the Innovator is building something new or the reinventor, who modifies to offer their current customer what the innovator created. The pioneers of the technology which built the sharing economy understood the power of the mobile hand-held device. These pioneers knew that the digital world was quickly merging with the physical world. The why for the innovators was simple. The customer has a device which could search, call, map, and execute payment for services. Building a platform allowing total control from the start to the end of the engagement would deliver the customer experience to the intersection where the digital and physical worlds meet.

The Taxi customer always had the device; the Taxi industry never asked why they should modify. The customer they picked up called them, waited blindly for the driver, the customer went to google maps to educate themselves on the distance of the ride, and the customer paid with a credit card when the ride was over in many cases the driver used a cell phone to complete the transaction (Square). If the Taxi Industry just ask why they should modify paid attention to the puzzle of their deliverable and then began collaborating with technology companies they would have discovered the how.  

So, all industries and all companies for that matter must ask themselves, why what they sell or how they service should modify to deliver a better customer experience. Why should the way your customers purchase and receive your products modify, or why should your service structure modify when you answer the why the how will begin to emerge. The caution is, the why is about what customers desire not what you desire.

In Closing;

“In the distance between the business plan and the business failure is where you find Stubbornness to Modify.”

R.J. Stasieczko       

We Need Continuous Relevancy Management; Change Management comes too late.

“Attention Legacy Companies! While you continuously fight to get buy-in for change your new competitor bought in for continuous improvement and bets on your complacency.”

What do you mean you can’t get buy-in. Why are management teams so focused on the pacification of Buy-in Management? Too many organizations are losing the battle of their relevancy because they insist on focusing on Change Management over Relevancy Management. And yes I believe there is a difference.

It seems that the arguments for moving in a different direction always relate to Buy-in for so many legacy organizations. In the world of business today the winners will be those who can move fast, those whose teams understand it’s not about change, it’s about constant relevancy. Think about Amazon, a company that started out selling books online; they are now a 150 Billion Dollar organization selling everything under the sun including the clouds, with a market cap which eclipses each of the top ten retailers north of 100 billion making their owner, Jeff Bezos, the richest man in the world. If Amazon”s leadership constantly worried about “Change Management” does anyone believe they would be building their second Headquarters, a headquarters where the chosen city benefits from a 5 Billion Dollar Boom?

While the brick and mortar retail industry wasted time getting buy-in and refused to change.  Amazon continued in its relentless ability to modify constantly. Jeff Bezos bets on and takes advantage of the time his competitors waste fighting against or for change. While Amazon’s competitors are contemplating the reasons for the change, Bezo’s Amazon team is modifying to the new relevancy, this then forces his competitors to change, and for many, it becomes too late.     

“Those who deliver the Future to the Present, are always delivering relevance, those who don’t temporarily deliver their past relevance.”

Teams today must be held accountable for relevancy making. The word Change and the word Relevancy are not relatives. Change is the process or result of becoming different. Relevancy is Something relevant to a task if it increases the likelihood of accomplishing a goal. Relevancy is a constant process; change is a forced process caused by not staying relevant.

The goal of all businesses is to provide the means to a buyers desired outcome or goal. In my view, the desired outcomes and the means to their achievement constantly evolve, so the relevancy of both the outcome and the means to their achievements must stay relevant for sustainability. When organizations tasks themselves with what many call Change Management, they find themselves running around trying to get buy-in. This constant battle for buy-in from team members becomes a bartering system of demands and bribes between management and their teams in the hope things move forward; they hope things change. When you are forced to change the pain it causes becomes distracting. The cost of forced change is the fine you pay for not modifying along the way.

Innovative organizations understand that needing to change is the essence of a failed attempt at constantly staying relevant. Innovative organizations understand their corporate culture is about providing exceptional experiences to their customers. Today's innovative companies don’t chase Buy-in, and they don’t have to waste time with change management tactics. They instead have a process which ensures their constant relevance. Staying Relevant is in the first sentence of their job descriptions.  

Today’s customer has more access to define not only new outcomes but also the means to their achievement. A company with a constant focus on relevance will modify keeping pace with the evolution of their product or its services. It’s this constant modification which defines their management. The outcome of Constant Relevancy is dependent on the leaders and the teams they lead understanding the power and importance of the word “Currently.”

“In business, of the doors which open to yesterday, today or tomorrow only the door to tomorrow is locked, and relevancy is its key.”

R. J. Stasieczko 

The Walking Dead, A Zombie, called Status Quo

“Zombie Management is when old bad management habits you once killed with improvement, have come back to life.”

When you know the old way is no longer relevant why insist on allowing the old irrelevant ways to continue coming back to life. Like you would kill a Zombie, it’s time to pierce the brain of the Zombie called Status Quo, it’s time to eliminate those insecurities which cause you to resurrect Status Quo from the thoughts and habits of yesterday. I  guess for some what they see in front of them is easier visualized when they look through the lenses of yesterday glasses.

“Focusing on the commonalities of yesterday will always blur the visions of tomorrow.”

Never in history did the marketplace consist of so much technology, innovation, and generational differences. In the past changes could take generations. Today unbelievable changes happen multiple times within a single generation. The new generation of leaders can visualize what some see as impossible, not only as possible but also probable. And while some simply look to improve yesterday, the new generation looks to reinvent tomorrow.

The apocalypse of a once slow-moving world of decision making has occurred. Those full of life working hard for a better future must have no tolerance or mercy for the Zombie named Status-Quo. When the inclination of retreating to your past approaches you must respond with a fierce fight. Stop allowing those who are known as the Walking-Dead, to consume your brain, your visions of the future. The brains of visionaries are a smorgasbord to a Zombie, made up of positive attitude, sautéed with a desire to learn, a baked-in willingness to seek out constant relevance, and topped off with the vision to bring the future to the present.

Stop allowing the Walking dead to consume you, when you see them coming towards you holding the sign welcome to the past, you must run faster towards the future. Zombies can’t see what is not right in front of them they have no vision. However, they can smell those who fear the future and will feast off the insecurities of the complacent.

Things will continue to change faster and faster. Today Change Management must be replaced with “Constant Relevance Management.” When you are continuously fighting to resurrect the past, you will find yourself in the Army of the Walking-Dead, an apocalyptic world created by Zombies who consumed your good intentions, turning all your dreams into nightmares.

“In today’s innovative world there is no patience for arguing change adapt like the innovators and instead constantly modify.” And never become a Zombie named Status Quo.

R.J. Stasieczko       

Managing By The Data, It’s What Leaders Do

In business, everyone is accountable to someone or something. Today our teams want the ability to monitor their goals, and they want their leadership to care enough to help them establish and manage those goals. With all the technology and the abilities, most have in using it. Why are some managing their teams like it’s 1980? Today’s worker wants to succeed just as yesterday’s worker. With today’s management technologies dysfunctional trends, and ways to improve are easily defined. Many organizations do invest in data technologies the problem they neglect to implement the disciplines and processes needed to benefit from them.

“Statistical Data is where you find the proof that Emotional Data is miss-leading.”

Too many managers are ignoring data. They continue to wing their approaches to discipline they rule on emotions and are blind to facts. However, most of their team members expect and accept accountability. They are aware of their job duties and want to improve continuously. Teams and their members want to understand the value they bring to the company from what they do and how they do it, they judge and hold themselves accountable, they raise the bar on their self-improvement, are excited when data complements their work, and they accept the challenge when the data say’s improve.

Ok, those who disagree with that last paragraph are more than likely the manager who still rules on emotions rather than data and their teams are wondering around aimlessly. The bottom line with data the team and the team’s leaders become accountable; the data is void that crippling management trait of emotions. Data does not care about emotions data deals in facts.

"Data eliminates the nonsense from the reality of the circumstances it monitors."

Of course, we are all humans, and sometimes the human interface needs to balance with the data collected. Although if we don’t trust our data we more than likely do not understand how the data works, or we are too suborned to change our mindset enabling us to be open to the changes the data tells us are needed.

“Help shows up when stubbornness leaves.”

Management who embrace managing by proven data will have teams who respect the decision and the direction the data tells them to travel. The time is now to trust in data; the time is now to admit that data knows more than you. It is 2017 managing without data and not using the data you collect is management malpractice.  

So, if you trust your data why we would not respect it? Or do you temporarily believe you are smarter than the data? It seems that sometimes we fear the data because it may highlight our weaknesses and if we ignore it maybe in our mind we get a stay of execution. One thing is for sure, data does not fire people, and data, for the most part, could care less what you think, after all, it’s paid to think for you. What drives data crazy is when it tells you something needs to be fixed then tells you how to fix it, and then you ignore it. Without humans, data is useless. Leaders understand data takes the mystery out of how performance is measured and monitored. It’s 2017 give Data a voice in your business oh, then listen because Managing By The Data, It’s What Leaders Do  

R.J. Stsieczko  

For over 25 years BEI Services has been recognized as the world’s largest database of service metrics for the Imaging Channel. With hundreds of organizations, thousands of Technicians, millions of devices and billions of pages on the BEI Platform, the statistics we provide to our partners is unprecedented data; our data helps our customers understand and achieve best in class Profit benchmarks. Taking Control of Operating Cost has never been more critical to the future success of our customer's providing them the needed resources for budgeting their growth to continuous relevancy. It is from the knowledge of facts in our Trademarked Worldstats Database which allows BEI partners to improve by accurate measurement eliminating the emotional noise of complacency. https://www.beiservices.com/

Taking Back Control of the Leash

I was looking out the window to the small dog park below. In the park, a Boston Terrier was running after a squirrel. His leash was free from his owner’s hand, his owner running in a zigzag manner after him trying desperately to catch the leash. The Leash flying in the wind as the dog ran faster and faster toward the squirrel, a squirrel who was quickly reaching the busy downtown roadway at the edge of the park.

Sometimes the leashes business owners have on their Operational Cost are temporarily dropped or are pulled from their hands. Either way losing control of cost is as dangerous to a business owner as a busy street is to a dog in a frantic run to catch a squirrel. Running after the leash to get control is a matter of life and death for both the Dog and the Business Owner.

Why does the way it is now become the way it will always be? What forces cause any owner to become ok with something when they know things can be better? Or do they have the data to know what needs improvement? In today’s fast, moving business world knowledge is mandatory for making quick decisions. Today organizations must continuously improve. This ability to continuously improve is the greatest advantage many new companies have over their legacy competitors. Data and the ability to understand how to mine that Data is creating new competitors, transforming industries, disrupting others, and will untimely destroy some.

Today’s new business leaders don’t see Data as pain or a workflow they need buy-in to implement. Today’s new leaders understand the old management style of emotions over facts and this is how we always did it management is counterintuitive to the ability to adapt to markets at speed required. Today whether you lead a new company or a legacy organization without implementing a Data strategy and speed to action policy you will be left behind.

If your organizations have had the same business practices for more than five years, let alone ten or twenty years. It’s time to shake it up; it’s time to grab the leash you dropped when there was no threat of the dog running in the road. It’s time to understand the true impact of the changes which have impacted every industry, it’s time to implement programs using data, and most importantly it’s time to take control of your business operations. The best way to improve the bottom line is to capture back every cent of wasted operational cost. Too many organizations focus on selling their way out of bad management. What if instead they had excellent operations and fed the bottom line by eliminating the waste above the line, what if they put equal emphasis on hunting for profit as on the hunting for revenue?    

Sometimes new energy is needed. Stop believing that the way it was is good enough to continue as the way it can remain. My last question is this. Why is it that nothing is the same in what we do, but some still insist that how they do it should not change? Leaders are the only ones who will grab the leash as the runaway management heads to the dangers of the cars in the street. The times of thinking one has time for status quo is over. The new leaders have teams which continuously improve they improve because they understand how to manage from data while their legacy competitors continue nurturing teams who fight to remain the same.

If you’re in the Imaging Channel, let BEI Services help. The service operation of the Imaging Channel is a treasure chest of profitability if you control your cost and managing by our data will put the Leash back in your hand. https://www.beiservices.com/

R.J. Stasieczko         

Forces of Change, or Forced to Change. Of Course, it’s about Finding the Money

Taking Control of Operating Cost has never been more critical to the future success of the Imaging Channel, providing the needed resources for budgeting their growth to continuous relevancy.

Dealers who sell in the imaging Channel understand the need to diversify they understand continuing to sell and service print equipment based on old lease practices and old service billing models will surely find themselves circumvented by the new or re-invented Innovator. The Imaging Channel is not immune to the pain of progress. Nothing remains the same, however; sometimes we are fooled into complacency by our misunderstanding in the tenure of temporary.

The Imaging Channels Dealers and manufacturers must capitalize on as much of the current deliverables profit as possible to fund the transition to whatever the new way becomes or they create. So, some question to answer.  Do you have the budget to create and implement change, or will the budgets of others consume you? Will you be the Forces of Change, or be Forced to Change? Does your Organization have 100% total control of all Operating Cost, and If you do what data do you have to prove it?

Products and services are created to solve end-users problems, and when yesterday’s problems are no longer today’s problems, the means to their desired outcomes change or simply become obsolete. End-users do not purchase things because someone made them (Unless they are buying arts and crafts of course.) End-users purchase things because they are needed, end-users do not buy features which provide no benefits or engage in services which are complicated when simplicity is preferred, and end-users should always be the motivation for any products or services created. As an industry goes through decline, its actors will become desperate to survive. Some manufacturers will create products based on competing with other manufacturers or impressing themselves instead of competing for and impressing their customers.

 “Attention legacy companies! While you continuously fight to get buy-in for change your new competitor bought in for continuous improvement, and then bets on your complacency.”

The innovative thinking companies will rise to the occasion of change because they were part of the change. The old way sparked their imagination they saw what could be from what is. These innovative companies look through the wall of complacency and see their vision as a motion picture. While Status Quo thinkers see their vision as a still shot, they took a picture of yesterday and believed their vision of yesterday’s successes would remain clear tomorrow. True visionaries see tomorrow in a completely different setting, true visionaries see today only as a current destination they understand they must travel to tomorrow and expect the path they take will be completely different than the path they’re on today.

As we continue transitioning to the Pull-Economy, many legacy players will find themselves pushed aside by their customers. Their customers will pull to them a better experience from the new or reinvented competitor. Unfortunately, very soon little by little, then more and more of your customers will be tuning out your tired, outdated sales and service process and begin ordering and getting service from the new competitor who delivers that better experience. So be the new competitor reinvent yourself and never forget.

“You can be the vendor with the greatest relationships and quickly lose to the new unknown competitor who delivers a better experience.”

R.J. Stasieczko

For over 25 years BEI Services has been recognized as the world’s largest database of service metrics for the Imaging Channel. With hundreds of organizations, thousands of Technicians, millions of devices and billions of pages on the BEI Platform, the data and statistics we provide to our partners is unprecedented data; our data helps our customers understand and achieve best in class Profit benchmarks. Taking Control of Operating Cost has never been more critical to the future success of our customer's providing the needed resources for budgeting their growth to continuous relevancy.

It is from the knowledge of facts in our Trademarked Worldstats Database which allows BEI partners to improve by accurate measurement eliminating the emotional noise of complacency. https://www.beiservices.com/

The Pull-Economy, it is just a Click Away

The pull-economy is gaining momentum across many industries when will the Imaging Channel be impacted?

Let’s go back in time. Back when copying and print usage was growing. Everybody was printing everything. The information one read was read from paper, back then things just CLICKED away. Customers leased hardware and paid for service by the click. Print Manufactures sold their A-3 through distribution channels made up of independent dealers; some had direct operations as well. A-4, for the most part, didn’t exist except for segment one of course and segment one produced around ten pages a minute. 

Back in this time, A-3 copier manufactures, for the most part, competed strictly against each other. All manufacturers had the same equipment, and most of its distribution partners sold, serviced, and supported it in the same manner.

Channel sales Push the equipment to the end-users. The push economy was good to the Imaging Channel. Local independent dealers competed for market share. Both dealers and direct operations set the stage for how their customers would both acquire the equipment and service it. For the most part, sellers decided the deal structure and pushed the process to the buyer.

When we look back, we would all conclude one important thing. The end-users hardly at all decided on the equipment the equipment was pushed to them. Equipment was sold to the end-users using an in-person salesforce. A sales force which pushed the most beneficial self-serving program to the end-user. We always sold the highest cost equipment and program we could that’s what we were compensated to do.

So how will the past carry to the future as print equipment moves more and more to A-4 and even the A-3 will reduce in cost and require nowhere near the service intensity of its past? Less service intensive, and lower cost, with lower demand or need for products equals an enormous shift from the way things are to the way things will be. Buyers will have more choices to acquire, and the equipment acquisition complexities of the past will disappear.

I recently heard someone say that the imaging channel would not be disrupted by the current players it would only be disrupted by others outside who eliminate the need for the equipment itself. Ok, that is one day. I don’t intend to begin a paperless argument those discussions are distractions to real threats. I will say this the Imaging Channel will be disrupted way before that. The service annuity will continue declining in value, and the end-users will gravitate to the pull-economy these two dynamics will cause pain for some in the channel and reward others who prepared. Leaders of the channel can be the disrupters or can be the disrupted. The challenge will be the time to decide to become the disruptor is running out.

Today more than ever the Imaging Channel must prepare and extract as much profit from the current circumstances as possible. Truly understanding your profit potential takes data, not hype or delusional accounting methods. To prosper in the future, we must capitalize on today’s circumstances and take nothing for granted.

R.J. Stasieczko

For over 25 years BEI Services has been recognized as the world’s largest database of service metrics for the Imaging Channel. With hundreds of organizations, thousands of Technicians, millions of devices and billions of pages on the BEI Platform, the data and statistics we provide to our partners are unprecedented in helping them achieve best in class benchmarks along with increased profits. It is from the knowledge of facts in our Trademarked Worldstats Database which allows BEI partners to improve by accurate measurement eliminating the emotional noise of complacency. https://www.beiservices.com/

What China Showed Me

I had the honor of speaking at the RemaxWorld Summit held Oct. 12- 14th 2017 in Zhuhai China. In describing the expo size, one could only say huge; some might say, Bigley, this event was incomparable to any Imaging Channel focused event I have ever attended in my 30-year history in the Imaging Channel. There were booths, and when I use the term booth, I don’t mean a table with a colored cloth draped over it. These expo booths some the size of small apartments. Spread across five football fields of space inside the Zhuhai expedition hall. Within these booths, you would find print cartridge manufacturers, Chip Manufacturers, and Print management software developers to name a few. A visitor would believe that the world of Print is as lucrative as it was in 1980.

In front of the expo hall stood one of the most elaborate Sheraton hotels on the planet. I must admit before coming to China. I thought of China as a completely different kind of competitor. Like many, I visualize depressing factories where thousands of unhappy workers drilled holes in used H.P. cartridges and refilled them with toner disregarding any quality standards.

What I was not visualizing were Billion Dollar Corporations with extremely talented executives who have a deep passion for business growth and winning. These leaders are the true definition of an entrepreneur; These leaders are building state of the art manufacturing facilities, employing the best of best practices, and stay commented to constant improvement. China and its business leaders want recognition as a world leader just as other countries in the world do.

Zhuhai, China is the Printer Consumable and Printer Cartridge Chip capital of the world. Zhuhai is a small city a little over two million people. The modernization of Zhuhai is only around twenty years old. Its architecture would rival any city in the world. As I drank a local beer sitting on the patio at the Sheraton under the palm trees watching the valets parking Tesla’s, Mercedes, and even a Bentley well actually two Bentleys. Looking toward the waterway, you could see the many people walking along the state of art walkway which flanks the Pearl River Zhuhai’s roadway to the South China Sea. I thought to myself this modern, sophisticated city is not what I expected as I am sure many first-time visitors to China think.

One thing is clear the Chinese Business Leader does not lack any less desire for success than her or his worldwide competitors. The global world economy was defined more clearly for me during this trip.

The world all cultures share may differ in governments, languages, religions, and each defines their values. However, this global world of commerce we all share has one thing in common, and that’s business. Today all businesses will compete at new levels, some will be fair and some may not. Corporations will argue global competition such as geographic human cost advantages, or arguments of ones’ countries patient laws from another country or manufactures whose arrogance will argue only products manufactured in their country can be superior in quality. These arguments may continue, and some will be resolved. However, throughout the world the real power is in the hands of the consumers, and as the world continues to reduce in size by technology. Governments’ will have to decide what they are willing to modify or what to compromise to ensure their piece of the enormous opportunities the revenue of global trade provides not just to governments their people as well.

Zhuhai opened my eyes to the fact that no one country or hemisphere of countries have a monopoly on the Entrepreneurial spirit or business leadership acumen. As the world’s products end-users have more and more access to technology and the Push Economy continues transitioning faster and faster to the Pull-Economy the world we all live in will be the world we all shop in and is the world we all compete in.

R.J. Stasieczko         

A Growth Strategy or an Exit Strategy both take an EBIT Strategy

Well if you are in the Imaging Channel you were either bought out or at the least been approached to sell. The acquisition frenzy is the buzz these days. The landscape of the Independent dealer is changing. The large venture-backed dealers are buying up more and more of their competition. Most dealer organizations within the channel have already decided on a Growth Strategy or an Exit Strategy, and some have decided on a Maintain Strategy. Global Imaging Systems a Xerox company defines its acquisition formula on their website as this. “(Adjusted Operating Profit x Multiplier) – Debt + Excess Cash.”Operating Profit refers to your company’s most recent twelve months of Earnings Before Interest and Taxes. This is also referred to as EBIT” http://www.gisx.com/acquisitions/

Whether you Sell or decide to Grow the first thing you must do is get the balance sheet in order and make sure that the organization's profitability is at the highest level possible. Why is the Imaging Channel believing the non-sense that single or low double-digit EBIT is acceptable? After all, selling your company is a multiple of earnings figure. Oh, there are the stories of the seller who got a five times multiple of revenue and sailed off into the sunset. The bottom line in 2017 a print-centric organization with no other annuity-based service deliverable will not sell for revenue unless of course, they have a 20 percent of revenue of EBIT because in that case, the buyer would pay a five maybe six times multiple of EBIT which by the math would equal or exceed their revenue. 

So the easy thing is getting the EBIT to 20% and doing it by the end of 2018. Those who do this will have the best opportunity to succeed in either that Growth Strategy or the Exit Strategy. If dealers looked deep into their organizations they would find the increase in profit potential is in their Service business; Technicians, Parts, and Supplies. Everyone in the channel knows the sales engine is not where your organization's profit is, and there is very little EBIT contribution from sales departments. I discussed this topic in an earlier article attached in the link below.

https://www.linkedin.com/pulse...wers-ray-stasieczko/

So before you sell, or even Buy a dealership understanding the potential service operational cost savings is extremely important. Think about it for every dollar returned to the EBIT could be worth five maybe six. Why would anyone want to acquire a business without proper due-diligence? Of course, they wouldn’t. However, the definition of proper Due-Diligence has many interpretations. Some will use emotions, and some will use numbers.

“During diligence to understand the facts, emotions can hijack common sense.”

If we all agree that the potential EBIT increase will come from reducing operational service cost here are some questions to create thoughts, and hopefully, if you’re a dealer principle you have the interest to seek the answers backed by real scientific data and do it personally.  

Here are my Questions

How does your organization manage technicians start and end time? What are the average start and end times of the technician staff? What is your percentage of hours worked against hours available for technician staff? How many more machines could your team service if all technicians worked 85% of their hours on service calls? What metrics are used to determine the need for an additional technician? What is the total number of hours you technicians are paid to work? What is the total payroll amount of all un-accounted technician hours over the acceptable 15%? How many sales representatives could you hire with those wasted dollars?

When was the last time a technician was terminated for deficient performance? Do you grade your technician’s performance? If so how many have a C or below? Do you pay technicians a performance bonus? If so, what percentage of technicians earn one?

Does your organization display the results both good and bad of technical staff publicly, in the way sales departs are publicized? If so what do you highlight?

How does your organization coordinate technicians call load, do you have territories? Do you have a computerized mapping system? Who audits technicians service tickets? How do you manage technician travel? What is the average drive time between calls? 

Who decides on car stock? Do you use a proven software management tool which can determine parts needed based on worldstats, or do technicians manage by the “This is what I think I will use system”?

Who in your organization knows exactly how many inventory dollars are in your technician’s car stock, and more importantly what is the dollar amount of the parts in their car stock which has not had usage in 90 days,180 days, more than a year? How often do you inventory car stock? What is the percentage of parts in the warehouse to total in all technicians Car stock?

What is the percentage of callbacks your customer's experience? Do you know the reasons for callbacks? If so what percentage of callbacks are based on technician not having the needed part to complete the call the first time?

What is the cost per copy of technician staff’s W-4 total when divided by your total copies produced? Do you know the monthly output all customer totaled for B/W and color? If so do you track, and how do you use that information?

Who in your organization knows the dollar amount of inventory parts with no usage for over a year, 18 months or longer? If your parts write off is more than 1% of total dollars ordered are there any compensation penalties for those responsible for inventory management. What is the percentage of the dollars in part obsolesces against your total parts purchases? Do you track that Monthly, bi-annually, or annually?

Who in the organization knows the dollar amount of parts in inventory which will become obsolete monthly, what’s the average you write off monthly or does your organization wait until the end of the year? What do you do with the parts you write off?

Does your organization have an accurate list of all obsolete parts in your inventory or do you classify these obsolete parts as non-inventory then stack them against the wall in the back of the warehouse?

How often does your organization look at your top 100 highest cost to service serial numbers? Do you know what percentage of serialized serviced equipment is costing you more than a worldwide average? What is the average cost per copy of parts on your production color units?

When was the last time you reviewed the percentage number of your FCE or First Call Effectiveness? And are you aware of the metrics used and why?

Please visit the attached article for more on the importance of FCE and how it impacts cost.     

https://www.linkedin.com/pulse...-you-ray-stasieczko/

Some questions for the venture capitalist or those dealers growing through acquisitions.

When acquiring a competitive dealer do you install and evaluate the information of any service performance analytics software which answers all the above questions? When buying a common market competitor do you use a mapping tool to effectively determine what percentage of acquired base your organization could absorb into your current staff’s workload?

In an acquisition do you buy the obsolete parts from the seller? If so where do you dispose of the obsolete inventory? Do you define territories for the technicians from the acquired company before you merge or after? What is the average parts inventory turn on acquired companies? What is your goal for inventory turn? How do you determine if the acquired companies service leaders are more qualified than your companies service leaders?

Well, it does not take a Rocket Scientist to figure out the importance of knowledge driven by data. I am confident that if dealer principles or the leaders of V.C. firms would dedicate the time to answer these questions using factual data. They would discover on their own many more questions to ask themselves and their management teams. More importantly, they will have the ability to influence behaviors based on facts, not emotional noise. 

The service departments are the life-blood of the Imaging Channel, and all its leaders need to get involved deeply in the evaluation of the facts around their service cost. It’s the Service Department of your business where your EBIT is feed, disciplined and raised. No one wants their EBIT to remain a pre-teen, everyone wants to raise their EBIT to at least 20 - percent that is, am I right? Returning excess operating cost to the bottom line is what astute business leaders do.

R.J. Stasieczko

For over 25 years BEI Services the world’s largest database of service metrics for the Imaging Channel. With hundreds of organizations, thousands of Technicians, millions of devices and billions of pages on the BEI Platform, the data and statistics we provide to our partners are unprecedented in helping them achieve best in class benchmarks. It is from the knowledge of facts in our Trade Marked Worldstats Database which allow BEI partners to improve by accurate measurement eliminating the emotional noise of complacency. https://www.beiservices.com/so...n_incentive_program/

Imaging Channel, What’s Your FCE costing you?

All service Providers pride themselves on their Service Departments FCE (First Call effectiveness). However many don’t know their FCE percentage and others aren’t sure how to calculate their FCE properly, or worse they are informed by consultants who lower the standards of measurement by including things like courtesy calls, which creates the perception of doing well above average.

In explaining the cost impact of your FCE, I will first define a service call as an activity where a technician is dispatched to a customer location to fix a problem. Virtually any other service call that happens is created by the dealer or technician. If it’s a callback, (tech), Hold for part (dealer), Courtesy calls are dealer created, etc. So, ask yourself this question, if you took your car in for service, you expect it to be fixed the first time correct? If you had to take it back two or three more times to resolve the original complaint, how would that make you feel about the service organization, how would you describe your customer experience, or how eager would you be to refer this service provider?

Dealers who include dealer generated courtesy calls where no parts are used are padding their numbers which deceives their good intentions towards constant FCE management and improvement. Proper FCE is the percentage of time the customer called, and the device was fixed the first time (First Call Efficiencies)

Today service providers cannot operate on what I call DFCE or Delusional First Call Effectiveness; I hope you all agree. 

Here’s why your FCE is important. First, I will say this. A service providers FCE % is a critical component to how their Customers Experience is valued. The highest cost of a poor FCE or DFCE (Delusional First Call Effectiveness) is a lost customer’. Improving the Customer Experience of your deliverable is a constant process. In this fast-innovative world of ever-changing technologies. Service providers must not take customer relationships for granted.

 “You can be the vendor with the greatest relationships, and quickly lose to the new unknown competitor who provides a better Experience.”

So, we all agree that customers appreciate quick solutions to problems, we should also agree that customers value their service providers by the experiences they provide them. Even above the relationships, they have with them, and we should all agree that doing things right the first time is a centuries-old concept which is more important than ever today.

“Today’s Customers do not have time for Products, Processes, or People who do not provide the experience they desire.”

Now let’s talk about the dollar cost to your organization of a poor FCE % rating. It’s simple it’s all about the numbers it’s your payroll dollars. Service Providers largest cost is parts and people. Each employee has an hourly cost. Assuming your hourly burden is $60.00 an hour, and your average service call takes an hour plus travel time of say 30 minutes, your cost is 90.00 in labor per call. So, if your organization is running a 50 % FCE meaning 50 % of your calls require a callback. Here are the numbers.

Let's look at an organization with five Technicians who average four calls a day. This organization would have 20 total calls a day.Ten require a callback or 50 % FCE rating. In dollars, this would be ten calls times your 1.5-hour average call time including on-site and travel or $90.00 per call equals $900.00 per day. Accounting for a 20 day work month our total equals a $18,000 FCE cost.

That is a large amount of wasted spend for a dealership with only four technicians. Most would agree that no service organization could reach a 100% FCE rating, but we must also agree that a 50 % FCE, or not knowing your FCE is unacceptable, and the dealer with an 80 or 90 percent FCE based on inaccurate benchmarking is deceiving.

So, let’s do the math on a 72 % FCE rating. A dealer performing 20 total calls a day with a 72 % FCE rating meaning 14.4 calls were completed on first call leaving only 5.6 callbacks. The cost of 5.6 callbacks times our $90.00 per hour burden rate with an average call on-site repair time of one-hour equals 504.00 a day or 10,080.00 per month.

Result. If an organization with five technicians dispatched to four calls a day increased their FCE % from 50 % to 72 %, they would lower the cost in service hours by $7,920.00 a month, or $95,040.00 a year in Savings, not hype or fantasy real bottom line dollars. It's the math it's the numbers.

Think about this; In this example organization with five technicians, their customer base would produce around 30 Million pages a year. If they decided not to increase their FCE from 50 % to 72 % giving up the $95.000.00 in potential yearly savings. This overspend would translate to .00316 additional per copy cost for every copy this organization’s customers’ produce, 95K divided by 30 million pages equals .00316. Now add the Toner, the parts, and of course the W-2 on all your technicians. It would be hard for this example organization to raise all their customers per copy charge by .003 per copy, or lower all their technicians pay by that 95K in overspend. However, it just takes the discipline of leadership looking at and acting on the best data to get the same financial result.   

An accurate FCE measurement is imperative to understand the hidden cost of service.  All leaders who understand their numbers embrace their numbers. These leaders understand the value in knowing their numbers. They realize very quickly numbers don’t lie, and numbers are unemotional. Dealer Owners most definitely understand it’s in the numbers where their success or failure is determined.

So, what if this example was a dealer who had 30 techs, 40 Techs, 50 or 100 Techs? Knowing the facts and then managing the disciplines to accomplish one’s goals of success takes leadership and Data.    

The FCE is just one of many cost factors involved in truly understanding your service cost, and increasing the value of your end-users Experience. There are many components to the service deliverable, and understanding how all these components impact each other is a must for the Imaging Channel. In my next article, we will discuss the reasons for Callbacks (CB) and how to prepare and prevent those unnecessary callback excuses which effect most importantly your Customers Experience and your FCE percentage rating.

R.J. Stasieczko

For over 25 years BEI Services the worlds largest database of service metrics for the Imaging Channel. With hundreds of organizations and thousands of Technicians on the BEI Platform, the data and statistics we provide to our partners are unprecedented in helping them achieve best in class benchmarks. It is from the knowledge of facts in our Trade Marked Worldstats Database which allow BEI partners to improve by accurate measurement eliminating the emotional noise of complacency. 

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