smallbizSmall Business Performance Genetics (SBPG) Today, it has never been more difficult for the small business owner. Over 1.5 million businesses are closing their doors every year in the U.S. alone. A figure which has increased two and a half times in just the last 15 years. While DNA profiling of large and small world-class organizations has found them to be virtually identical, the ability of small business owners DNA to produce world-class results lies in four variables: people, product positioning, sales, and customer satisfaction. Enter SBPG’s performance development initiatives; 

  • Natural’s
  • Organizational Genetics
  • The Natural Salesmen
  • How to achieve a customer satisfaction index in excess of 95%

Natural’s is an early adopter performance initiative for the improvement of the human elements of an organization’s DNA. A initiative and set of business management tools expressly for small business owners. The initiative enables owners to:

  • Understand what enables top performers to produce results in excess of two times the market average.
  • Quantify the performance capability of your organization and what would be required to increase its performance capability to the level which only 4% of all organization’s operate – world-class.
  • Virtually eliminate employee problems.
  • Attract and retain top performers without changing your human capital budget.
  • Have the highest performing recruiting, interviewing, hiring, orientation, and employee assessment and development program in the industry.
  • Dramatically increase results and key performance measures.
  • Reduce the turnover rate and level of employee problems to half your industry’s average.
  • Consistently produce innovative products and services that wow their target customer.
  • Achieve a customer satisfaction rating in excess of 95%.       

The initiative is built entirely on the answer to the question; what enables top performing employees, across all positions in the hospitality industry, to produce results in excess of two times the market average. That answer is they are natural’s. While it is heresy in most human resource circles to suggest there is such a thing as a natural leader, manager, or employee, recent scientific breakthroughs revealed not only do they exist, but virtually everyone has the ability to be one, at something. Through these breakthroughs we now have the ability to identify what that is, and empower CEO’s to build an organization largely comprised of natural’s.   

All organizations operate on a strategic foundation. A foundation comprised of 12 building blocks and 150± primary strategies. Of the 12 major elments, 3 are human elements. They are founder/owner(s), leadership, and workforce. The performance capability of each of these three genes, is in large part, determined by the degree to which they are comprised of natural’s. Ten years of strategic foundation profiling, AKA DNA profiling, revealed world-class performing organization’s were comprised of over 60% natural’s, whereas average performing companies had less than 20%. 

What makes Natural’s special and why all owners, CEO’s and managers want teams largely comprised of them is because they not only produce results in excess of two times the market average they also: 

  • Have an innate knowledge of the processes of which their position is comprised.
  • Their performance level naturally increases the more competitive the environment                becomes.
  • They tend to get to work early, working through lunch, stay late, and take work home.
  • They display heightened levels of focus, concentration, and have ability to block-out all direct and indirect distractions.
  • Visibly express passion for the work they are performing.
  • Appear excessively happy most of the time.
  • Have the ability to recognize another natural in their position.                             

Natural’s in an initiative that enables owners and CEO’s to significantly improve the performance capability levels of all three of these major building blocks through a five-step process. The process results in five deliverables, which include: 

  1. A profile of the organization’s DNA, organizational performance capability index, and DNA profile the organization needs to achieve its short and long-term objectives.
  2. Natural’s oriented key performance measure report, as defined by natural’s in each position.
  3. Written business model, a document which defines how the organization will achieve its objectives, rather than what it will achieve, as is defined in its business plan.
  4. Natural’s oriented set of job descriptions and positional profiles.
  5. Natural’s oriented recruiting, interviewing, hiring, orientation, and assessment and development program.       

Natural’s is an initiative and bundle of organizational development technology, which provides owners and CEO’s with the ability to be better, do better, and build better performing organizations.

Organizational Genetics is a breakthrough performance initiative, which for the 1st time in organizational development history solves the mystery which has baffled academia, scientific community, and business owners and leaders around the world for the last 100 years. That mystery is how to create an organization that consistently produces world-class results, results in excess of 1.3 times the market average in highly competitive environments. No organizational performance initiative is or can make this claim anywhere in the world today. This truly amazing program teaches owners seven leading edge concepts: organizational genetics, natural’s, sweet-spot positioning, business avionics, performance capability indexing, how to create sales team largely comprised of natural salesmen, and how to achieve customer satisfaction indexes in excess of 95%. This initiative provides small business owners with the tools to take any business to the head of the pack and stay there.

Natural Salesmen: There is no such thing, or is there. The difference in results between the market average salesmen, across all industries, and those produced by the top 10% is over 2.25 times the market average. Through the observation of nearly 20,000 sales presentations, building two of the highest rated sales teams in the homebuilding industry, and profiling of hundreds of world-class sales professionals, I was able to find the answer to what enables top performers to produce the results they do. This controversial sales training program challenges the very foundation on which all sales training is based and shatters the myth there is no such thing as a Natural Salesman. Now in less than two days, you can acquire the knowledge and the toolkit to build a sales team largely comprised of Natural salesmen. Your non-natural sales professionals can learn how to optimize their performance capability and for those who are natural salesmen, this program offers them the map and the knowledge to become one of the best there ever was.

How to achieve a customer satisfaction index in excess of 95%: Few events in the history of commerce have had a greater impact than the emergence of customer satisfaction indexing and the emergence of the J.D. Powers Award for Customer Satisfaction. Prior to 1970, customer satisfaction indexes (CSI), as key organizational performance measure, were not on the most advanced set of measures monitored by Fortune 500 companies. In just 40 years, this key performance measure has moved from relative obscurity to being one of the top five key performance measures of an organization’s performance capability and risk profile.

In environment’s where demand exceeds production capacity or supply, i.e. non- and low competitive environments, customer satisfaction as we know it today, it is not a factor in the financial results of an organization. However, once the number of points of distribution or competitors reaches equilibrium, it becomes a factor, not a major factor, but one an organization cannot ignore. The threshold CSI at which an organization’s balance sheet and sales are affected in moderately competitive environments is approximately 70%. Actual percentage varies by industry, sector, segment, and niche. According to J.D. Powers, the national customer satisfaction index is currently 76%. Once an environment becomes highly competitive, as defined insufficient demand to support the number of business in that environment, the threshold customer satisfaction level increases to 85%.

Organization’s that consistently deliver world-class results have a customer satisfaction index equal to or greater than 90%. How they achieve this is through a combination of the standard program for the achievement of customer satisfaction indexes in excess of 90% and three “fit” based practices. These three practices emanate  from the concept of value orientations. This theory holds customer satisfaction is primarily a function of the alignment of an organization’s, product, and service value orientations with a prospect’s innate value orientation. All companies, products, service levels, employees, prospects, and customers have a value orientation.

Effectively, value orientation oriented customer satisfaction practices, prohibit prospects whose value orientation is unaligned with the company’s and its products from becoming a customer of the company. As a result, customers whose innate expectation level could not be met do not become a customer of the company. A customer value orientation study of a Fortune 500 companies unsatisfactory surveys found in 97% of the cases, customers value orientations were unaligned with the company’s and its products value orientation. An unexpected benefit of the component was it allowed companies to operate their overall customer satisfaction index program at equal to or greater than half the cost of competitors employing only the program approach. 

Attendees of the program will acquire a working understanding of the standard formula for the achievement of a CSI’s equal to or greater than 90% and the three “fit” practices, which when combined empower an organization to achieve a customer satisfaction index in excess of 95%.

SBPG’s toolbox includes:

  • The Normalcy Report – A new macro market management and forecasting tool. In these difficult times understanding what’s going on in markets and making long-term business projections and forecasts has never been more challenging. Now through this new report program you can have the actionable intelligence you need to make the best long-term projections, enhance your clarity of understanding of the marketplace and elevate the quality of your teams business planning discussions.
  • The seven responsibilities of a CEO – How they are prioritized determines the level of risk at which an organization operates? (Free)
  • Organizational genetic profiler and strategy mapping system
  • Organizational performance capability formula (Free)
  • Organizational performance capability indexing system
  • Organizational and product value orientation profile (Free)
  • Natural’s full spectrum performance and compensation profile (Free)
  • Natural’s key performance measures report
  • Business model and in-house university development template
  • Business navigational systems and risk assessment profile (Free)
  • Natural’s recruiting, selecting, orientation, and development manual template
  • The new hire and workforce “fit” profiling system
  • The natural performance profile
  • The professional quality index template
  • The EQ / emotional competency profile
  • The natural salesmen’s toolkit
  • The color code (Free)
  • Business landscape and economic environment assessment (Free)
  • The 25 principles of optimal human performance