success - Turbo Coach, achieve breakthroughs - Brian Tracy

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OVER THE PAST SIX CHAPTERS, you have mastered a variety of strategies aimed at increasing the sales of your business. Sales vs. Profits However, sales are only one barometer of success. Your ultimate goal is to increase profits in order to achieve the greatest possible return on your investment of money, time, and energy. Every customer, activity, product, or service yields a specific profit of a specific amount. In some cases, you may actu-
188 TurboCoach ally be losing money in one or more of these areas. One of the most important things you can do in growing your business is to determine where to focus the investment of your time and money based on the return thrown off by this investment. Personal Profitability To truly analyze the profitability of your business, you must first examine your personal rate of return. From this personal perspective, what is your major expense? It is your time. In Part II of this book, where we explored how to increase productivity, we examined the importance of your hourly rate—your annual income divided by 2,000. By now, you should have developed the habit of continually asking yourself this basic question: Would I pay someone else my hourly rate to perform this task? If not, you are failing to maximize the return on your time. In other words, you are investing your time in an area that yields less than the optimum rate of return. You are incurring a ‘‘loss of opportunity’’ cost. This, in turn, affects the overall profitability of your business. Instill this discipline in the culture of your organization. Like you, your people should develop the habit of ‘‘return on time’’ thinking. The basic rule is this: Perform only those tasks for which you would pay someone else your hourly rate (or more); eliminate or delegate the rest. People Profitability Payroll represents one of the largest expense items for most businesses. As a business grows, it typically hires additional
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Also by Brian Tracy Focal Point: A
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TurboCoach
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TurboCoach A Powerful System for Ac
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Contents Introduction .............
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Introduction In the last few years
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PART I GAIN CLARITY
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CHAPTER 1 Create Your Personal Stra
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YOUR SUCCESS IN LIFE is determined,
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Create Your Personal Strategic Plan
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CHAPTER 2 What Business Are You In?
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SEVEN KEY QUESTIONS AND THEIR ANSWE
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What Business Are You In? 17 viders
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24 TurboCoach whether your company
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26 TurboCoach 3. What are your area
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CAN YOU IDENTIFY YOUR CUSTOMERS? Do
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Know Your Customers 31 characterist
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CHAPTER 5 Identify Your Areas of Ex
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YOU HAVE SPECIAL GIFTS AND ABILITIE
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Identify Your Areas of Excellence 3
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CHAPTER 6 Remove Your Critical Cons
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ONE COMMON FEATURE of the complex a
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Remove Your Critical Constraints 43
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CHAPTER 7 Where Are You on the Sigm
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IF YOU OBSERVE THEM CLOSELY, you wi
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Where Are You on the Sigmoid Curve?
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Where Are You on the Sigmoid Curve?
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PART II INCREASE YOUR PRODUCTIVITY
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CHAPTER 8 Eleven Keys to Increasing
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PERSONAL PRODUCTIVITY IS A KEY DIFF
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Eleven Keys to Increasing Your Prod
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CHAPTER 9 Pareto’s Law ‘‘He w
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THE MOST IMPORTANT OF ALL productiv
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Pareto’s Law 69 your personal pro
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Pareto’s Law 71 daily work life,
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CHAPTER 10 Zero-Based Thinking ‘
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HABIT DETERMINES NEARLY 100 PERCENT
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Zero-Based Thinking 77 change. So d
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Zero-Based Thinking 79 a. Are there
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CHAPTER 11 Effective Delegation ‘
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TIME IS YOUR MOST PRECIOUS RESOURCE
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Effective Delegation 85 gate an imp
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Effective Delegation 87 Agree on Co
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Effective Delegation 89 person to w
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CHAPTER 12 The Power of Leverage
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IN THE WORDS OF THE GREEK PHILOSOPH
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The Power of Leverage 95 relationsh
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The Power of Leverage 97 7. Leverag
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CHAPTER 13 Ricardo’s Law of Compa
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A LONDON MEMBER OF PARLIAMENT and s
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Ricardo’s Law of Comparative Adva
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CHAPTER 14 The Parthenon Principle
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DURING THE PERSIAN WAR, the buildin
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The Parthenon Principle 113 Increme
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The Parthenon Principle 115 4. How
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PART III GROW YOUR BUSINESS
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122 TurboCoach Seven Ways to Turboc
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124 TurboCoach Consider the case of
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126 TurboCoach 7. Reduce your selli
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132 TurboCoach experiences are comm
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134 TurboCoach son ritual. Early in
Page 145 and 146: 136 TurboCoach amazes his customers
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Page 151 and 152: 142 TurboCoach referred to you by a
Page 153 and 154: 144 TurboCoach cused on developing
Page 155 and 156: 146 TurboCoach Creating a ‘‘Gol
Page 157 and 158: 148 TurboCoach With each step, your
Page 159 and 160: 150 TurboCoach is meaningful to you
Page 161 and 162: 152 TurboCoach Application Exercise
Page 165 and 166: 156 TurboCoach These seven elements
Page 167 and 168: 158 TurboCoach People The third ele
Page 169 and 170: 160 TurboCoach type of program duri
Page 171 and 172: 162 TurboCoach Price 1. What is the
Page 177 and 178: 168 TurboCoach signing computer she
Page 179 and 180: 170 TurboCoach For many years, IBM
Page 181 and 182: 172 TurboCoach 3. How might you alt
Page 187 and 188: 178 TurboCoach qualities, and attri
Page 189 and 190: 180 TurboCoach The Whole Package Pa
Page 191 and 192: 182 TurboCoach must be busy and act
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Page 199 and 200: 190 TurboCoach There are several qu
Page 201 and 202: 192 TurboCoach Marathon and Associa
Page 203 and 204: 194 TurboCoach What will you do wit
Page 207 and 208: 198 Appendix Helpfulness Meticulous
Page 213 and 214: 204 Index belief(s) (continued) and
Page 215 and 216: 206 Index Drucker, Peter on commitm
Page 217 and 218: 208 Index Law of Correspondence, 10
Page 219 and 220: 210 Index products (continued) prof
Page 221 and 222: 212 Index thinking (continued) ques
Page 223: Program and the Coaching Excellence
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