1:st Floor, Agera Business Lounge

Textbox Section

– Hi sailors! How was your first shift on board? (Captain Nemo on loudspeaker to the other half of his crew)

Well Sir, thanks to the good weather it wasn’t that demanding, says a new recruit.

You know young man, if the weather forecast hadn’t told us just that, we would have waited in harbor a while for better conditions. I am glad to hear that the start was ok! A few moments ago, I talked with your fellow ship mates about what’s ahead of us. And what was concluded was, that we’ll cheque our positions all the time in order to know exactly where we are in relation to destination, position, speed, supplies, weather and of course your health and spirit. I am open for questions now. Are there any?

Yes captain, I do wonder, when we’ll set foot on land the next time and also if we’ll be given some time off there?

Good question! We count on reaching our next harbor within 30 days, if we do it quicker, you’ll get more time off there. If not, however, we just fill our supplies and sail on.

What captain Nemo just did, was to motivate his crew to sail as fast as they possibly could and for that they’ll be given some extra time off in the next harbor. In companies this is normally done by commissions based on occasional follow-ups long after the actual situation, but rarely on a monthly base. Big misstake! It has to be done frequently!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


Hi, Captain Nemo here (on loudspeaker to half of his crew)

So, finally we are at sea on our way to an unknown far away destination. This trip itself will take a year, but in order to make it understandable and correctable we’ll break it down into months, if we wouldn’t do that, how the fuck (oh sorry for my language, but I am a sailor, you know…) would we know if we were on the right track or not? If we would be told only in the very last minute, that we were far away from our destination – we wouldn’t have a chance to correct it. Therefore, my friends – we cheque our position regularly – and by doing so we’ll have a good chance to be both in and on time. And you know what? That’s exactly what most companies also should do! Breaking down their long term wishes to short term accomplishments. Any questions?

Yes, why do you call a company’s annual budget long-term wishes? Sir.

Because that’s exactly what they are. A company has as little knowledge about the next twelve months as we sailors do. Got it?

Yeah, thank you captain!

Any other questions?

Sorry Sir, I might be stupid, but brave enough to ask: what do you mean by short term accomplishments?

I do appreciate that question, as the answer is obvious – the logbook – where positions, speed, weather, distance sailed, and remaining distance are noted. And on top of that it tells the crew’s mentality as well as the level of our supplies.

You mean Sir, that also companies should have a logbook?

– O, Yes! Absolutely! If they were the least worried about their organization’s welfare and future. Ok folks! Now you go for something to eat and then you’ll relieve your fellow ship mates from their duties and tell them to come here for the same briefing as you’ve just got. Ok?

Ok, sir!

What captain Nero just did, was to make sure that the whole crew gets exactly the same information from the big boss directly. He thereby demonstrated one of the most neglected areas within management do not delegate important information to messengers – do it yourself!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


Thanks Mrs. Owl for your contribution to this blog.

Now, however, we’ll move on to other business situations, and I’d like to compare those with managing a sailing ship in all kinds of weathers. From storms to no wind at all. From mutiny to satisfaction. From lack of food and water to a surplus of both in harbor. From a see sick crewmember to an unwilling navigator. From winning races to losing them. From the frozen and cold on deck to the warmth underneath. From fairness to unfairnesses.

– So, welcome aboard the S/Y Enterprise! I am Mr. Nemo, your captain during this journey over unknown waters. Now listen to what I have to say.        A ship is like a company – a destination has to be reached as fast as possible and also to as low costs as possible. The crew – you – must know your different duties and how to solve them. The skipper – me – Mr. Nemo – must have a good judgement as well as the full responsibility and occasionally also take some risks.

There is a huge difference between being a crewmember and a staff member. The crew, even on their free times, can’t go home. They are onboard all the time. For making that free time fairly enjoyable we have surfing boards, rowing boats and other things. By the way do you know what S/Y stands for?

– Sailing yacht perhaps?

Exactly and the name Enterprise is as it sounds – a daring company. I just received our sailing orders (budget) for the next twelve month. We’ll start by being at sea for 30 days before the next harbor stop. So, now you go to your posts and prepare for these thirty days at sea. I’ll come around and see your plans in a few hours.

Ok, Sir!

The crew leaves the meeting. And later Captain Nemo walks around to the different stations onboard to see if everything is ready and prepared for the first part of this journey. Shipshape is the word, meaning that everyone and everything are prepared for whatever waits ahead.

Captain Nemo first sees his navigators (marketing- and salespeople).

Hi folks. How does it look?

Well, Sir. We have all the charts ready and also plans for alternative routes, if needed.

Perfect! Let’s hope we won’t need the alternatives, but if worst come to worst, it’s good to know they are there. Now I’ll check the galley to see that we have food enough for our thirty days at sea.

– Hi, cooks (finance dept), are you prepared for this journey?

Yes, Sir we are. Meals for us all during these thirty days is no problem. We got everything here.

Very good, but make sure we have food for another five days in case of delays due to bad weather! See my point?

Yes, good thinking, Sir!

Like I said in the beginning – running a company should be like managing a ship. Count on being on your own on rough waters. Shipshape is the word and most companies should learn the meaning of it!

Best Rgds,

Captain Nemo

PS: A mission can’t be successfully completed without a good vision and lots of passion! This coming journey will be the proof of that. Or in other words – let’s hope for the best and plan for the worst. We will surely come across both!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


– Ho. Ho, me again! Remember all the Ps Mr. Iacocca and Mr. Welch talked about? There is one more P – discovered by two Harvard researchers!

The assignment they were given was: “Find the single most important factor for companies with constant successes”. They spent six years on it! Yes, six years! The researchers investigated lots of companies in various industries, all with one thing in common – the constant success.

Neither sophisticated business ideas, nor charismatic leaders. Not even superior advertising and sales played any role. Their confusion grew day by day! What to do, they asked themselves. Over a beer, they decided to widen the search to also include soft values.

BINGO!  Now they found, without exception, what all successful companies with constant successes had in common – PASSION!

The CEO: s in those companies were more like architects, as they seemed to dedicate most of their time to make sure that people and routines were coordinated with the daily business. Decisions were simple, as they always were related to the fulfillment of the company’s vision. Another remarkable factor was that the CEO usually was recruited internally. These companies were all very precautious about costs – that not necessarily supported the company. On the other hand – they were almost adventurous about investments, that had a chance to improve their company’s strength.

They realized, that people were the single most important factor. Therefore, when recruiting, they searched internally first – giving their own staff a chance. If that didn’t work out, they took all the time in the world to ensure that any new employee would be perfect for the company, its team and its spirit.

– Ho, ho! PASSION was the missing P! Passion itself is not a management tool. It’s rather a result, you might achieve after having used the conventional tools successfully.

– But Mrs. Owl how does one go about fixing that?

– A good start might be to stop regarding your company as several different departments, that must be dealt with separately. Instead, think like a football coach, who always keeps his team together on training and matches, despite the individual’s different tasks and talents on the field. Or let me put it this way, if your car has a flat tyre, it’s not usable. See my point?

– No!

– Ok. The tyre itself is just a tiny part of the whole car, but still a very important piece for the car’s function. And so is every single employee! So, let them know that!

– Ok, I got it!

– Now my friend I am out of here. So instead of the usual Ho, ho – I say Bye-bye!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


Ho, ho, me again! “Business as usual”. Heard that expression before? Business is never as usual. It’s always changing. So, if you still believe in” business as usual”, I’d suggest that you try to find a salary elsewhere, for your own sake as well as for the company’s sake, that still has you on its payroll!

Remember Mr. Iacocca’s three P: s? Those were Product, Profit and People, where people come first, as without the right people you can forget about the other two. This philosophy was also embraced by Mr. Welch who said, “not even the most brilliant strategy or business idea can compensate for a lousy staff”. Then he added “but a superior staff can compensate for a lousy strategy”.

Having heard these two business giants underlining the importance of a good and professional staff is worth taking seriously, which Mr. Welch confirmed by saying “managing a company is all about managing people”.

Plans and strategies are far away from precise sciences, they are more like wishful thinking, where actions and activities have been scheduled on a time line, that is believed to happen during the nearest future, but there are always disturbing things coming up along that journey. And, on those you must react quickly.

So, now we come to another issue – decision making, which almost never is as easy as a choice between two alternatives. Normally it is initially a matter of separating the worst options from the possible ones. Then after having done that separation – you start choosing amongst the possible options. Or like both our business icons say it “it’s never a choice between black or white, it’s more like selecting one grey tone out of many similar tones and it has always to be done under time pressure”.

– Do you still believe in business as usual?

– No, Mrs. Owl I don’t.

– Good! Now again from our Mr. Welch above. He said, “a superior strategy without a matching staff is worth nothing, while the opposite has a good chance”. Got it?

– Yes, but what if strategy and staff are incompatible?

– A catastrophe!

– But what should I change first, Mrs. Owl?

– Good question! Depends on what line of business you are in. If you are in a heavy investment-demanding manufacturing industry. I believe that you should change your staff rather than your product, as its development has taken so much money to have come this far. But if you, on the other hand, were in some kind of service business it would have been easier, as there you can almost say, that “the staff is the factory”.

– A last question Mrs. Owl, how well do you know the misters Iacocca and Welch?

– Never met with them. Just red their biographies, which are worth reading for anyone who’s interested in business and sales management.

Thanks for now! I’ll be back only once more and then I’ll talk about the unknown P, that neither of the two icons mention. Curious? Stay tuned!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


Ho, ho, me again!

This time we’ll talk about SALES EFFECTIVNESS. But first let’s summarize the essentials from last week, where Mr. Iacocca talked about four different categories of sales people and how to deal with them. The categories and his suggested treatments were;

  1. Those who reach their goals and share all the company values. These folks should be stimulated and promoted and well looked after.
  2. Those who don’t reach the goals but share the company values. Support and training should be put in.
  3. Those who reach the targets but without sharing the company values. Should be fired within three months.
  4. Those who neither share the company values nor reach their goals – should be fired the very same day

You might wonder how and why. Well, first make sure that the categories 3 and 4 are dealt with immediately. By doing so you’ll secure the first two categories’ continued success and thereby the whole sales organization’s future. If you don’t, on the other hand, you jeopardize the good people’s respect for you as a boss as well as their respect for the company values with a corresponding fatal outcome.

Let me add that, that the importance of this is growing day by day. And the reason is, that no matter what line of business you are in – the supply exceeds the demand by far and the gap grows constantly! Which in its turn increases the competition and makes sales life tougher! And that’s the challenge!

Start here:

The first thing you should do is to find out how well your company performs in comparison with the trade as such. You do that by comparing your annual growth, your annual profitability and your annual market shares with the trade’s corresponding figures. (Your trade organization can provide you with those figures).

If you come out:

– Above average. You are on the right side and probably performing well.

– Average. Warning, warning you are on a slim line.

– Under average. Actions are to be taken immediately!

Ho, ho! More to come!

PS: Another business legend, Jack Welch, the former CEO at GE (General Electric), summarized this issue in two words HUG and KICK! And when asked, what that’s supposed to mean, he explained it with these words “winning teams come from differentiation, rewarding the best and removing the weakest, always fighting to raise the bar”. These two legends, Iacocca and Welch, seem to be convinced about this philosophy’s supremacy. How about you?


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


Ho, ho, me again. Last time we met, we talked about the increasing importance of time, which in fact is the only asset, that is equally shared between all living creatures on earth, including business people. One can’t buy time, neither sell it nor save it and of course not stop it! It just moves on mercilessly. What impact this has had on business can this story tell us;

Back in the 70s, when Dr. Philip Kotler was the marketing guru he established his 5P philosophy, which were:

1) Product 2) Price 3) Place (availability) 4) Promotion 5) Personnel.

His philosophy conquered the world and was more or less used by all selling companies (are there any others?).

As time moved on and its value became even more feared as well as appreciated, a certain Mr. Iacocca (Chrysler) won worldwide reputation for his more aggressive and fast ideas. He meant, that there are only 3P. s, which he explained with this famous phrase “Product, profit and people, where people come first and if they aren’t OK, you can forget about the other two”.

He took this way of thinking into his sales organization, where he identified four different kinds of sales people and how they should be managed.

  1. Those who reach their goals and share all the company values. These folks should be stimulated and promoted and well looked after.
  2. Those who don’t reach the goals but share the company values. Support and training should be put in.
  3. Those who reach the targets but without sharing the company values. Should be fired within three months.
  4. Those who neither share the company values nor reach their goals – should be fired the very same day.

Conclusion: Make sure that the categories 3 and 4 are dealt with immediately. By doing so you’ll secure the first two categories’ continued success and thereby the whole sales organization’s future. If you don’t, on the other hand, you jeopardize the good people’s respect for you as a boss as well as their respect for the company values with a corresponding fatal outcome.

Ho, ho. Back soon!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.



Ho, ho! This is the 14:th time we meet, so I think a summary of what’s have been said here, so far, would be appropriate. So here we go. We started out by establishing what’s successful business management is all about;

  1. Decision making
  2. Motivation
  3. Risk taking
  4. Delegation
  5. Communication (added by Mr. Iacocca)

Easy to say, tougher to practice of course! I earlier mentioned a few tips however, which were;

  1. Joint calls with sales people, where you meet sales persons as well as clients. Its advantages are obvious and described here before.
  2. Leave your office. Walk, drive and fly around FREQUENTLY and REGULARILY.
  3. Meet your “fellow crew members” preferably at their working stations rather than in meeting rooms.
    When they start greeting you with “Hi Boss” instead of a Good morning Sir”, you have come a long way!

Mr. Iacocca was very tough on the new MBA: s coming out from Yale and Harvard, as they there have been taught to reach almost a 100-% certainty before a business decision is to be taken. He meant, that there is no time in real business for that. Instead it’s here where risk taking comes in. What he also says, “we correct things as we move”, meaning that speed is more essential than the 100% certainty before decisions.

And now back to our continuous improvements, which is exactly the same thing as Mr. Iacocca’s comment “we correct as we move”. Ho, ho! How interesting isn’t this? Two different approaches have come to the same conclusion!

In all service industries continuous improvements are the same as product developments, as the offers constantly are being adjusted and updated with a minimum of investments. In the heavy industry, on the other hand, investments are frequently required, but will last longer with continuous improvements.

PS: Back in the early 70’s, when I got my business education and training, our bible was written by the famous Mr. Philip Kotler with his five P: s. Mr. Kotler was a highly regarded university guru in marketing. His five P: s. is now reduced to three by Mr. Iacocca. More on that soon. Rationality and simplicity are now the name of the game. Or why don’t put it this way? Business from class room to board room! Stay tuned! Ho, ho!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


Instead of the usual Ho, ho, I now say Go, go and here is why. The other day I came across some management advices written by Lee Iacocca (the former Chrysler magic icon). I goggle while you google…

I’ll try to summarize bits of it;

Management is all about risk-taking, motivation, delegation and decision making. (I, the old owl, wrote the same things some time ago on this blog, Ho, ho).

Mr. Iacocca means that a 100%- certainty that courts require for a verdict can never be achieved in any successful business, as that would be too time consuming and thereby be without importance for practical business decisions.

He also means that all MBA: s floating out from schools like Harvard and Yale, where they learn to intellectualize everything, meaning that when these students reach business positions they try to reach a court-room certainty of 100% before any decision, no matter what time it takes. Catastrophe!

There is no 100% certainty in any business and that’s where risk taking comes in. Analyzing and discussing in groups before a decision is essential, but when the decision is to be made, it’s not to be voted about, or as he himself phrases it “Ok, friends this is how we move on from here, thanks for your contribution”.

Another quotation sounds “we correct things as we move”. Meaning that speed is more essential than 100% certainty, which he justifies by an example from duck hunting, where a split of a second is the difference between a hit and a miss.

He adds another needed quality for being a super manager – communication, which is as much about talking as it is about listening. Far too many managers tend to use their own voices much more than they use their ears. Big failure, done by ego trippers. This lack of talent could jeopardize any company!

So far Lee Iacocca. Me, the old owl, found his advices simple, obvious, usable, straight forward and therefore extremely wise. How do you feel about them?

I’ll be back soon! Ho go…!

PS: You might wonder what happened to the continues improvements. They are connected with this and will be described soon! So, stay tuned!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


Ho, ho! Yes, me again and now you’ll listen carefully!

There is a huge difference between you with your human brain and intelligence and me with my simple owl-effectiveness. When I, high up in my tree, see a little mouse – I see food and I go straight after it and normally I succeed.

While you, on the other hand, when you see a possibility in the market, you start discussing and planning about how to catch this piece of food, and thereby the chance is lost, as time is no longer on your side.

My strength is the simplicity, the straight forwardness and my immediate action. Your superior intelligence is occasionally more of a burden than an asset and that has consequences in terms of designing and planning ways of working. Take your kitchen for example, where you have a number of cabinets for plates and glasses, a dining table and a dish washer. Now, see how you use those facilities: You start by opening the cabinets to lay the table. When the meal is finished – you put all plates and glasses in the dishwasher and when the washing is done – you put everything back into the cabinets.

– You see my point?

– No!

– Ok. Well, imagine that you had two dishwashers and no cabinets. Then it could work like this. When you lay the table, you take all you need from the dishwasher, that has cleaned everything. When finished eating, you take all dirty dishes and put it in the other dishwashing machine. All it takes is to buy yourself a second dishwasher and threw the cabinets out.

– Hm, don’t think my wife would approve of that.

– This, my friend, is an extreme and shows how continuous improvements could work even at home. Your little misses will appreciate it, I promise.

Ho, ho! Next time I’ll talk more specific about these types of improvements and I can assure you there are lots of unnecessary cabinets as well as needs of additional washers in every company.


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


HO, ho me again!

Recently we talked about the difference between a “God Morning Sir type” of manager vs a “Hi Boss” type? Now we’ll take this way of management a step further. Picture this!

It is a normal Monday morning and as usual our “Hi Boss” is meeting with some fellow crew members, where they work, not in a meeting room. See the difference?

Well, a meeting normally means, that people are seeing each other in a meeting room, while meeting in this case means seeing each other at the people’s normal work stations.

Are you with me? Here is the difference: in a meeting room everything including attitudes tend to be too formal and thereby limits a creative discussion. At the normal work stations, on the other hand, everyone feels at home and can point out things, small or big, and suggest new solutions. Got it? I hope so, if not, here is an example of how it could look and sound:

– Hi boss, come here and see this, says a salesman, and shows his big boss what he has on his computer screen, where an offer recently had been turned down. Instead we should perhaps have done it like this, he argues.

– Good thinking! Let’s try that this week and when we meet again next Monday we’ll summarize these new experiences. Ok?

– Yes Boss!

Fine, says the boss and leaves for the same kind of meeting, but now in the factory – well aware, as he now is, of these two fundamentals

  1. Regard your personnel as your fellow crew members instead of the impersonal word personnel.
  2. Walk/drive/fly around regularly.

Ho, ho! Continuous Improvements are about to take effect! More to come. Stay tuned!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


Ho, ho! Me again.

Remember? When we last talked I wanted you to do two things;

  1. Regard your personnel as your fellow crew members instead of the impersonal word personnel.
  2. Walk/drive/fly around regularly.

Do you know when these two things start paying off? No, perhaps not, but there is one very obvious sign and that is, when your fellow crew members start greeting you with Hi boss instead of a Good morning Sir.

Now you may wonder what difference in the world that makes. I’ll tell you, it means a hell of a lot! And this is why: because of your regular presence – you’ve become a familiar face, a trust worthy person, whom one can ask things, propose things and of course also criticize.

When you were the “Good Morning Sir type” – only politeness existed. Now a base for mutual communication is established.

And that’s the whole point, as we hereby have built the ground for Continuous Improvements!

More on that soon! Stay tuned! Ho, ho!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


Ho, ho me again. Now, hear this!

Stop regarding your employees as the personnel! See them instead as your fellow crew members.

I can assure you, that it will result in an immediate change of attitude towards you as well as towards the company. What more can you ask for? Perhaps you wonder how it can be done?

Good question! Well, don’t spend any more than a third of your time behind your desk!

Walk around, talk to people – your fellow crew members! And do it often and regularly. After a time, they’ll get used to see you and then instead of answering your questions politely – they ‘ll start asking you questions about lots of things, that are important to them, to the company and to you.

Got it? Good! So, start walking and you’ll soon see a tremendous change in engagement and commitment from your fellow crew members, because you yourself have shown them the same!

What benefits this will give, I’ll tell you, when we meet next. And they are quite a few! Indeed!

Ho, ho!

PS: This applies as well in the factory as in the office as in sales!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


Remember? When we last met, I compared car driving with running a company. Let’s stay with that metaphor for a while. A car driver who has lost his way, can easily stop and park the car to check his GPS.

A CEO on the other hand who has lost his orientation cannot stop his company in order to find new ways. For companies there are neither parking places nor time for contemplation. They have to keep going!

Got it?

Now it’s about decision making, which always involves risks as well as possibilities. Of course, we go for the possibilities with a minimum of risks.

This is what you do; You leave your fancy office, join a sales rep on his regular visits, talk with him in the car and finally, when meeting with clients – discuss whatever is on your mind. You’ll be surprised how well this works. To be a little funny you may call this a company car.

Ho, ho!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


 

Ho, ho old me again, high up in my tree – thinking about ways of running companies.

I do wonder if there isn’t a similarity between a CEO and a car driver.

Or put it this way, a CEO is like a car driver – he sees what’s ahead through the windshield, he steers with the steering wheel based on what he just saw. He accelerates with the accelerator, he breaks with the brake pedal, he checks the speed on the speed meter. How much gasoline is left, he sees on the gasometer. And when he finally reaches his goal – he just knows!

How hard can it be? If you can drive a car – you can run a company. Driving a car requires a license – should perhaps be the same for CEO: s!

Much more on this soon! Ho, ho!

 


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


 

Ho, ho, old me again!

Yes, old I am and thereby also experienced, I’ve been around, working for different companies, where the worst didn’t last long, while the best is still alive (in spite of my retirement, ho ho).

Last we talked about the lack of coordination between annual budgets and personal evaluation talks. Ok, here we go. A company is like a body, where every little detail contributes to the totality! All companies are built like houses – lots of bricks where one brick can’t be without the others in order to keep the house standing. Every little brick has importance for the house’s capacity for functioning

Now picture this! Two different CEO: s have gotten their budgets for next year. Now to the worst CEO: s way of handling this

He says to his employees:
– Hi folks, we’ve now received our budget for next year. We’ll make a 100-mil turnover and a profit of 12. Let’s go for it my friends. Coffee is now being served.

The best CEO says:
– In order to be capable to reach a 100-mil turnover and a profit of 12, we must do the following:

  • First, we break down the annual budget into four quarters based on seasonal variations.
  • Then we bring those figures to each and every department and its members, meaning that also, a truckdriver will know, that 350 deliveries have to be done this quarter.

By doing so, everyone within the company knows exactly what’s expected and this is also, the base for the quarterly evaluating talk.

Ho, Ho!

Ho ho, me again!

Remember, last time we met?  No, ok I talked about the lack of coordination between the company’s annual budget and the evaluation talks with the employees?

By closing that gap, you do not only prevent minor errors from causing major failures, you also motivate and stimulate your staff.

Give it a thought, as this is important and a foundation for successful management.

I’ll be back with more on this!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


 

Ho ho, me again, your old Mrs. Owl!

Have you thought about my last message? No, I guessed you wouldn’t. But now listen and do it carefully! Because this is central in all profit driven enterprises. Goals are being seen as being equal to annual budgets. Fair enough. The CEO has accepted the figures and thereby got his challenge for next year, but now he has to make them operative in his organization. And that is a completely different ballgame!

The CEO and his figures will be measured every quarter for their results. The employees on the other hand, if at all, will have evaluating talks with their superiors once a year.

See the point? Goals and their follow-ups are to be coordinated.

More on this soon!


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


 

Ho ho, me again, the old Mrs. Owl!

Last we met, I promised to be back with how to synchronize all employees’ efforts in order to improve the company’s result.
Meanwhile I’ll give you a hint – companies should be run and managed like a sailing-ship, where every crewmember knows exactly what to do to reach and cross the finishing-line as fast as they possibly could. And that in spite of having completely different tasks on board.

 

Give it a thought and I’ll give you mine shortly.

 

 

 

 


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.


 

Ho ho, me again, the old Mrs. Owl!

Companies should function like relay-runners, where the first runner does his outmost to give the second runner such a good chance as possible. The third and the fourth runners do exactly the same – trying to give the whole team a victory.
In companies however, it’s more like the first do high jumping, the second tries swimming, the third does whatever he wants, while the fourth has to combine impossible things in order to survive.

 

Listen now! Companies are like relay-running. People do have to do synchronized things in order to win.
BUT THEY DON’T!

How to achieve that I’ll tell you soon.

 

 

 

 


Peter Forsberg Agera Sales

Peter Forsberg
Agera Sales

Dedicated his full life to business in Sweden as well as in the US, Germany and Switzerland. Also a number assignments all over the world.
Experiences; salesman, sales leader, marketing director, vice president and CEO.