By Donna Fenn
Outsmart your opponents, jump to the pinnacle of the pack, and develop into an alpha puppy! How does a standard corporation distinguish itself available on the market, generate greater revenues than its opponents, and earn the lasting loyalty of consumers and staff? Alpha canines tells the inspiring tales of savvy marketers who came upon the fitting formulation and rose to the pinnacle. In her own and probing type, Donna Fenn, a twenty-year veteran of Inc. journal, introduces 8 women and men who proportion their well-merited insights and sensible tips—from Chris Zane, whose retail motorcycle store has perfected the artwork of shopper carrier, to Deb Weidenhamer, who remodeled a sleepy public sale residence together with her cutting edge use of know-how. Alpha canine is a pragmatic guidebook for each present and aspiring self-starter who desires to stand out and be successful.
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Extra info for Alpha Dogs: How Your Small Business Can Become a Leader of the Pack
But he also breaks it up with in-the-trenches exercises that send the group downstairs to the store, where they scramble in teams to hunt down 23 items on a grocery list that includes such foreign-sounding items as mascarpone, aceto balsamico, and Oregon Chai. “I want you to ﬁnd these items in 10 minutes without asking anyone for help,” he tells them. ” Later, they’ll be asked to approach customers and offer to help them ﬁnd an item on their grocery list. ” Every employee can log on and get a good look at the company’s key numbers, which are compared with the previous year every week: total sales, revenue by department, sales per hour, labor dollars, and wages as a percentage of sales.
Proﬁts, for instance, have been a big topic of discussion. Dorothy Lane’s newest store, which opened in March 2002, put the company in the red until September 2004. And health insurance costs have also battered the bottom line. 4 million,” explains Mayne. Proﬁts, which ran as high as 6% prior to 2002, are now more in line with the industry average of 2% to 3%. And so the company had to reduce some of its health coverage and ask employees to foot the bill for a greater percentage. No one welcomed that news, but, says Mayne, because his employees had access to the company’s ﬁnancials, they understood why the decision was made.
So while there’s always an enthusiast in the store to answer questions from the occasional serious cyclist, most salespeople have just enough bicycle knowledge to inform but not overwhelm customers. Girard, who has been hiring all of Zane’s salespeople for the past eight years, also feels that nonenthusiasts are more likely to be driven by their passion for sales and customer service rather than pure love of the product. And that makes them more motivated to close and maximize sales. To provide extra incentive, Zane gives every employee $3 for every three accessories that he or she sells along with a bicycle.
Alpha Dogs: How Your Small Business Can Become a Leader of the Pack by Donna Fenn