Precast Inc. - September/October 2008 - (Page 23) managers and senior executives don’t know,” he says. If, for example, your firm’s sales are caused primarily by answering bids, then fielding more such proposals – as opposed to, say, increasing the number of salespeople working out on the road – will likely yield increases in profitability. Or if the Internet is a significant pipeline for leads, then it would probably pay to invest more money and time in your online presence. And remember, what gets measured gets done, says Kramers, who advises manufacturers to begin measuring processes and systems that are “right in front of them,” and then use the results to take steps toward creating more sales volume, controlling costs and/or getting employees more involved. Keep track of where you’re trying to go and how you’re doing in the process of getting there. “Whenever goals are met, take a moment to celebrate the achievement,” says Kramers. “This is the only way for employees to release the old goals and move on to the new ones. Besides, it’s also important to make the workplace enjoyable, if not downright fun.” It also pays to be slightly different from your competitors, especially in light of the current economic conditions and housing market deflation. “Think carefully about what you can do differently than your competitors in order to increase sales volume, and then go after their market share without telling them,” says Kramers. “There isn’t a company in the world in any industry that couldn’t benefit by getting more volume. That’s the name of the game, especially during a recessionary period.” Who is Kraig Kramers? Kraig Kramers is president and CEO of Corporate Partners Inc. (www.ceotools.com) based in Atlanta. As a nationally known speaker for 25 years, Kramers speaks to CEOs, universities and management groups on profitable business growth and strategic positioning. Recently named Speaker of the Year out of nearly 2,000 speakers by TEC/Vistage Worldwide, Kramers’ recent speaking engagements have included such notable organizations as Tulane University’s Business School MBA class, Cornell University’s MBAs, the City and Regional Magazine Association, American Landscape Contractors Association, National Precast Concrete Association, and the Association of Equipment Distributors, among others. Kramers has been CEO of eight companies and has negotiated more than 70 acquisitions. He guided a spectacular turnaround at Snapper (lawn mowers) from a $54 million loss in one year to a profit of more than $13 million the next, during a recession and in a longterm declining industry. His work has been published in various business magazines and newsletters, and the title “CEO Tools: The Nuts-n-Bolts of Business for Every Manager’s Success” is his second book. Kramers will impart some of his knowledge and experience to precasters Sunday, Sept. 21, at NPCA’s 43rd Annual Convention in Ottawa. In his presentation “Optimize Profit with Top Management Tools,” he will unveil the Top 45 most effective business tools for enhancing growth and profit. Find out more at www.precast.org. “There isn’t a company in the world in any industry that couldn’t benefit by getting more volume. That’s the name of the game, especially during a recessionary period.” – KRAIG KRAMERS Kramers also advises that it is much easier to build relationships with your direct report personnel by encouraging conversations about their personal lives. “If you relate to people strictly on a business level, you won’t be able to build the same quality of relationship as when you’re in touch with their personal lives as well,” he says. As proof that these concepts work, Kramers cites the impressive results during his stint as CEO of the well-known lawn mower manufacturer, Snapper. When he took over, the company had been losing money for the previous 18 months. By setting his goals high and listening to the employees’ ideas about how to become profitable, the company began making money 45 days later. “Have your employees set their own goals and they’ll set them higher than if you’re the one setting them,” says Kramers. “They’ll also be more likely to reach the goals if they help develop them.” Getting employees involved also gives them a feeling of a “buy in” when the company begins to reap the rewards of optimized profits. “By walking the four corners every day and communicating and listening to what’s going on in your SEPTEMBER/OCTOBER 2008 | WWW.PRECAST.ORG 23 http://www.ceotools.com http://www.precast.org http://www.precast.org
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