The TAB Advantage
Image what you will achieve with the TAB advantage!
Committed to the success of each client, our unique coaching, business knowledge and leadership ability, combined with marketing, sales and operations expertise, enable us to design and implement sustainable solutions. We collaborate with clients to identify specific needs and opportunities, competitive differentiators, and opportunities to increase revenue and profits from existing and new customers – often reducing expenses in the process. Our turnaround experience includes business-to-business and business-to-consumer sales of tangible and intangible products and services.
TAB Members report significant results as a result of working with our Des Moines TAB Coaches: Roger L. Stalheim – Lori J. Day – Paul A. Koeniguer.
- Increased revenue 12% by implementing CRM strategies, marketing and standard operating procedures.
- Tripled sales in the target market and increased average sale by 30% for an entrepreneurial firm.
- Designed and let a multi-million dollar cross-selling program for a large global company.
- Reduced expenses 40% by restructuring customer service functions for a major U.S. company.
- Increased average sale by 35% and created an up-selling strategy for existing customers in a young firm.
- Directed a re-engineering team in design and implementation of consistent customer standards, measures, and balanced scorecard for a multi-national organization.
- Doubled revenue and increased profits 34% for a professional services firm with eight employees and six years of flat sales.
- Increased revenue 102% by expanding market from one to three states and increasing staff from one to three. Revenue is up 20% YTD over last year.
- Increased revenue 116% and the value of the business by 175% across 5 years.
- Achieved 500% revenue growth across five years and overcame stagnant revenues through improving the sales operation.
- Increased sales 300% by designing and implementing a start-up firm’s marketing program.
- Built territory to #2 ranking in North America and top 10 of 400 divisions. Doubled sales in four years.
- Recognized for building district to top 15 of 1800 in U.S.
- Let turnaround from #86 (last) to earning highest honors in only 18 months by building new sales and management teams – ranked #3 of 86 in total revenue and #4 in percent increase.
- Achieved Million Dollar Roundtable for sales and recognized for numerous accomplishments for sales and sales management. Earned DALBAR rated professional designation.
- Led sales turnaround for newly acquired Fortune 500 firm in two years. Met goals in 18 months instead of projected 24 months.
Management Time: Who’s Got the Monkey?
Why is it that managers are typically running out of time while their subordinates are typically running out of work?
Here we shall explore the meaning of management time as it relates to the interaction between managers and their bosses, their peers, and their subordinates.
Specifically, we shall deal with three kinds of management time:
Boss-imposed time—used to accomplish those activities that the boss requires and that the manager cannot disregard without direct and swift penalty.
System-imposed time—used to accommodate requests from peers for active support. Neglecting these requests will also result in penalties, though not always as direct or swift.
Self-imposed time—used to do those things that the manager originates or agrees to do. A certain portion of this kind of time, however, will be taken by subordinates and is called subordinate-imposed time. The remaining portion will be the manager’s own and is called discretionary time. Self-imposed time is not subject to penalty since neither the boss nor the system can discipline the manager for not doing what they didn’t know he had intended to do in the first place…
This article was originally published in the November–December 1974 issue of HBR and has been one of the publication’s two best-selling reprints ever. For its reissue as a Classic, the Harvard Business Review asked Stephen R. Covey to provide a commentary.
How Your Energy Affects Your Team
When you’re the boss, there are going to many times when you’ve gotta put on your “game face” because your energy affects everyone and everything.
Have you ever considered how your energy affects everyone around you? Think about it from the vantage of being the CEO of a company. When you walk in the door, all eyes are on you and your employees’ antennae are up looking for any sign of something being not quite right. No pressure, eh?
When you’re the boss, there are going to be many times when you’ve gotta put on your “game face” because your energy affects everyone and everything…
Published on: May 24, 2013 0n Inc.com
Ideas for an Engaged Workforce
By: Don Harrington, Sage Consulting
I’ve been reading up on employee engagement and have come across some scary statistics about disengagement and lack of passion in the ranks. Here are a few ideas to help get your employees engaged:
- Give them side projects to do that are of interest to them and have the potential to be valuable to the company. Let them know how important they are and let them go play.
- Get your employees involved in some way, shape or form with your customers. Whether through sharing expertise with customers to define new products and features, attending customer appreciation events, or attending trade shows, try to provide access from employee to customer.
- Cross-train your people. Learning each other’s functions help your employees gain new skills and appreciate everyone’s value to the organization.
- Encourage your employees to network. Let them learn more about your industry, gain additional skills, and meet other experts in the space. Add value to your employees which can result in increased productivity and expertise for your business’ success.
Employees today are generally speaking burned-out and unsatisfied. You can help change the feeling of your employees and get them more engaged in your business so that they have more fun and everyone benefits.