The following notes are on Scott Hallman sequential marketing

So the purpose of this course is to set up a sequence in taking somebody from a cold
prospect through to being your client and that sequence looks something like this. First
you identify them then you get them to read or listen or see your communication. Then
you get them to take action to put up their hands somehow drive them to a website, to call
and talk to somebody, ask for information. From their to get that prospect to see us as the
logical choice to purchase from. then we have to get them to purchase from us and after
that we want to get them to continually purchase from us. So if you look at it as a
sequence and not as a one off you have a lot more room to build the relationship and to
build your client.

So there are really three steps to the sequential marketing process. The first is sequential
lead generation so what are you doing to get them to put up their hands are you sending a
series of letters are you sending letters, e-mails, faxes and phone calls. How are you
getting them to put their hand. The next is sequential selling. Once they put their hand,
once they get in touch with you. Then you switch to sequential selling, where you're
trying to convert interested prospects into purchasing clients this is the step where you
take care of everything from setting the appointment if it’s appropriate, handling
objections, talking to them, meeting with them, selling them

and the third component to sequential marketing is the process of sequential customer
marketing or customer selling what are you doing to sell the people who've already done
business with you again

before you can start sequential marketing you have to have your laser focus of who you're
marketing to you have to know who you're talking to what group of people what are the
commonalities. Especially when you're selling to them you you have to know what are
their common fears, what are the most common objections, what are the common desires,
what do they want?

after you've got your laser targeting then you have to have a very compelling advantage
or value proposition. You have to know what they want, what they're scared of what
worries them, what will sell them. It sounds fundamental but if you haven't spent a lot of
time thinking about this orif you haven't thought about it recently, then it's time to get off
your butt and do it

the next key element to have in place is your core story and if you don't have one yet then
fish to find the pieces that you can pull out that will be of immediate interest when you
have a cohesive core story, it will be much easier to sell, but putting it together is a lot of
time and work. So in order to keep the business flowing. Just pull out what you can
immediately and work on it over time.

The next key is to think multimedia. Audio, visual, text have all of these things available
so you can reach the greatest number of people.

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When you're looking to add voice broadcast to your marketing mix, you want to break up
your core story in to 30 second sound bites and deliver it sequentially in a number of
messages so that you're getting more and more touches more and more associations with
your name and value and giving them more and more opportunities to get in touch with
you

one of the great uses of any type of sequential marketing is to find out when on average,
people start to have problems after they've stopped using your service and then get in
touch with them, either before that or slightly after that and give them the opportunity to
come see you and to do business with you again to solve those problems as they come up.

Scott does not recommend e-mail as a lead generation or a way to sell people. He does
think it's a fantastic tool for follow-up once you have a relationship with people, once
they know you, once they’ve put up their hand, then e-mail is a fantastic tool,

one of the tactics that a client of Scott's uses is to send DVD player with a promotional
DVD pre-loaded then he follows up with sequential voice mail messages. Each one
targeted to just one idea, so they call of the day the prospect gets it and say hi “this is X Y
Z company. You just got a DVD player from us. It will teach you a lot about these
following problems in your business. I would suggest that you open it up to chapter 1,
and get a broad overview of all the different potential problem areas in your business
right now. Or you can look at the table of contents and go to any one that's particularly
interesting to you.

He then follows up with a sequence of calls each one about a particular chapter “Here’s a
little something about legal problems, for more information go chapter 4 in the DVD that
I sent you.

So this type of marketing allows you to hit every angle that they may be worried about in
an organized fashion so you're not just hoping that these companies will respond to one
big benefit you get in touch with them a number of times and give them a number of
different interest points that all link back to one central reference. So in this case a DVD,
but it may be a CD, it may be a book and by doing this, you greatly increase the chances
that you will hit on something that they're concerned about that you will enter the
conversation in their heads

very important part of marketing to existing clients is determining at what time it's best to
do that particular type of marketing for example. You don't want to ask them for referrals
when you haven't seen them in four months. The best time to ask for referrals is a when
they're very happy with what you've been doing and you're right in the middle of working
with them. following up on this note, a hugely important thing to consider in all of your
sequential marketing to existing clients is the frequency and intensity of your effort to
contact them. So do you send them out the friendly hello, or do you send them out a
“your life will be over if you don't buy my service in the next two days”, and how often
do you send those.

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The key to sequential marketing is to not give up on the prospect until you're sure that
they know your value proposition. If they say to you “Look, I understand you do the
following things, I understand that you’re making these promises. I don't feel the need
for that at this point in time.” Then you can stop trying to convert them. otherwise,
though. Keep getting in touch with them. until you're sure they have understood your
value proposition. Don't assume that one or two or three contacts is going to do it

A key element in your core story is to research all of the areas that are painful to your
audience create that pain, show it to them if they haven't thought about it. tell them about
the average settlement case one a former employee sues. Tell them about how much
money they're losing because of ex-employees. When you create that pain, it makes it
much easier to solve it.

People often have a general idea about the pain you're trying to create they know that its
out there, what you're doing is giving specific numbers to it. Putting it right in front of
them and saying “this is exactly how much this is hurting you”, basically driving a sharp
stick into to get them to acknowledge it. Then you move on to explaining how to
mitigate that, and of course, setting the buying criteria so that you're the only logical
choice.

One of the really powerful things you can do in building your core story is to get a lot of
different articles, a lot of different facts, figures and research from a lot of different
places, that support your point of view for example. If you want to do marketing
consulting, you may try to find a lot of articles that talk about how important it is for
small business owners to focus in on a few key areas and outsource everything else,
because the reason 80% of small businesses fail, is that they try to do too much.

Here's a cool tactic send a company DVD with your core story or sales message on it.
about five days later, send them a bag of popcorn and an offer that you will buy them a
Sony DVD player. If they can answer the following three or four questions from your
DVD you're forcing them to watch. If you have a good sales presentation, then after they
watch that you're much likelier to get a meeting and then of course you're much likelier to
close than if you just try to do everything with a couple of letters

sequential marketing is needed even when you have a great product or service that you
would think would sell itself. In fact it may be especially useful in this case, because you
can have so much stuff to talk about about your product or service. In each piece of the
sequence

one of the biggest barriers you have to get around is why should they spend their time
listening to you or reading what you send them or watching what you send them, coming
to see you or calling you. You have to make it very very compelling or very easy for
them to do this. Otherwise, they're not going to take the time, everybody can say that
they're too busy. So either come up with ways to reduce the time commitment per
communication or come up with ways to make them a great promise and prove it to them
quickly that it is well worth their time to hear you out

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You really have to be able to answer the “what's in it for me”question whenever you're
communicating with the prospect so some software companies have given way a month
or two month trials of their software, with full access and said, “if you use this we
guarantee you'll put $50,000 more into your business. No strings attached, then if you
want to continue using our software, go right ahead”that type of thing where you're
telling them exactly what's in it for them why they should try you and what they can get
out of it is a very powerful way to grow your business.

90% of the battle is just getting them to listen to you getting them to talk to you getting
them to read what you have offer so anything you can do to facilitate that is good. The
old Jay Abraham, shamelessly bribe them

Another huge barrier that you have to get around is time, people odn’t don't want to take
the time to talk to you or to read what you send them, so you have to make them a
promise that in a very short defined period of time, you're going to give them a benefit.
This forces you to get very creative in how you present your materials, you have to
condense it down to get the most into the least time, but it's very powerful if you can say
to somebody “in 10 minute I will demonstrate to you how I can put an extra $60,000 a
year into your pocket”the concept is to ask for absurdly limited amounts of time in
exchange for a big promise

An important followup: They have to feel that they will receive the benefits of that big
promise immediately.

Here's another key it's even more powerful if you can say to them I will show you how to
make an extra $60,000 a year immediately whether or not you use me so if you give me
10 minute I’ll show you things you can immediately start doing to put money in your
pocket, whether or not we do business together.

One of Scott’s clients does something that he calls 84, 17, 6. What this is, is he says
“we've identified 84 distinct competitive advantages that you can use in your business.
From our research, we know that most people will use about six a real or find great value
out of six of them. It will take us about 17 minutes to determine which of the six will be
the the most powerful for you when would you like to sign up?” Highly specific, great
promise. Especially if you can and dollar values to using six of these. He said the people
who were previously hanging up are now signing up

a lot more attention will be paid to you if you use odd time slots for meetings it will take
17 minutes it will take 23 minutes this is much more powerful than if you say 20 or 25.

Here's the kicker you don't have to actually add value in that four minutes, don’t actually
have to help them in that four minutes. What you have to do is convince them in that
four minutes. So what you might do is use that four minutes to describe to them. Some
of the benefits that you can bring, or to give examples of some methodologies that you
have used, and then you can tell them to fill out a survey or to fill a questionnaire and get

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it back to you so that you can take some time to provide value to them outside of that four
minutes. You do want to bring them value, but more importantly, you want them to be
happy they spent that four minutes with you and you want them to tell you that you can
stick around or to schedule another meeting or something of that nature in order to really
be able to lay out your presentation.

One of the things that you can do very quickly to establish a value even in a four minute
timeframe is to talk about two or three things that every company fails to do or fails to
optimize, so you can talk about how every company fails to communicate properly with
their patients, you can talk about how every company fails to test their marketing enough,
or how every company fails to and insert marketing mistake here.

So step number one is to generate interest and get your four minute or nine minute
meeting. Step two is to present your information condense everything you have into the
smallest, tightest, most of value packed four or nine minutes you can. Step three come up
with the three to five most powerful questions that will give you the information you
need to show them how you can make them whatever amount of money you promise or
to show them how they can do it themselves.

Step four is you must quickly address and overcome skepticism. The way that you do
that is you tell them exactly what's going to happen. So you say “in the nine minutes.
What I'm going to do is show you the five fundamental growth strategies that every
business must do, but that 98% arent’optimizing, and simply by working on these
fundamentals if you're not optimizing them, then just doing that can increase your
business by 15%. And then I'm going to ask you four questions that will help me assess
where you are, and I'll show you what you can do to increase your performance on these
fundamentals. so you’re giving them a mechanism of how you're going to achieve your
promise. In essence you're proving your promise. Here's how I'm going to do it.

step number five and this is very important you must stop at the promised time you're
going to be very tempted to go forward especially if they say “no stick around.”So as
soon as your time is up. You say to them, “Well, that’s our nine minutes, and I promised
you I’d stop here, so I will. No matter what they’re thinking, your credibility skyrockets
at this point.

So when you stop, then you say to them “That's the end of the time, I promised you that
I’d finish now and that I’d show you how you can do this, did I I do that?” if they agree
that you did. Then you say to them “Ok, we have two choices I can continue on now, we
can continue to move forward. Or we can set an appointment for 30 minutes at some
time in the next three days.” Obviously you want to have permission to keep going either
right then or as soon as possible. Just keep in mind that the minute you set an
appointment. They're going to forget about it, so you have to be on the ball with an e-
mail or fax or follow-up phone call to remind them that you're going to be meeting

Great practice is at the end of your short call or your intro you send them an e-mail that
summarizes exactly what you've done so far so you summarize you have this many

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clients. You don't currently have a referral system. If we generate one that is even gets a
10% response from your client base you’ll generate this many new clients, which will
mean X dollars to your business and you do that with all the points you bring up

and then conclude that e-mail with “and we're just getting started,”or “and that's just the
tip of the iceberg.” The key is to keep the momentum going keep them excited about
doing business with you

the benefit to condensing a presentation like this is that you can do it over the phone but
more importantly you’re systemizing it, you're forcing them to follow a script because
you say to them “in order to make sure that we get the most out of these four minutes I'm
going to ask you a few questions.” Now you're asking questions. So you're in control,
which means that anybody can ask these questions, and then move through a script if you
take the time to do it properly

The key to the question sequence is that you don’t ask them how or why questions in
yoru initial interview. If you ask them how questions, you might use up your whole four
minutes with one question. So use the closed and questions, yes or no questions. Are
you, how many do you have, how many of the following do you use, etc. etc..

You want questions that will give you the information you need in the shortest possible
time.

So we’re going to talk now about how to pierce the attention shield. How do you get
through to your market? it takes more and more attempts now than ever before to get
your message read. or listened to. So we're going to talk about a number of ways to
break through this a number ways to make this more efficient marketing. So that you can
get the attention and business of your prospects without killing yourself.

Principle number one simply enough is that repetition is required. The old statistics say
that it takes eight to 10 attempts in order to reach your target today much much more but
most people don't even try to contact them eight to 10 time, so we really need to get
diligent about more repetition, more attempts to contact

principle 2: intensity breeds success the whole purpose of the sequential marketing
system is to very intensely market to your prospects in a concentrated period of time.

Generally you're looking at a six to eight week a barrage where you're getting in touch
with them one or two times per week for that six to eight weeks in order to generate
anywhere between 10 to 15 touches to each prospect.

The key is to keep interest high without being obnoxious,

if you wait too long between touches it's amazing how quickly interest drops off. Scott
has an example of a company that he showed how to find $1 million in their business,
and didn't get back to him for 10 days after the initial call. After that 10 days, the person

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didn't remember him and had to be reconvinced to bring him on. He forgot about finding
$1 million in his business. So peoples attention wanders and flies off very very quickly.
It is crucial to stay in close contact or touch with all of your prospects keep building on
what you're doing and don't let them forget especially if you’ve got any contact back
from them

principle three you must hit on multiple hot buttons.

Different prospects will respond to different hot buttons that you bring up so it's critical
that your series of communications gives them a wide variety of benefits they you offer
or exposes them to a wide selection of things that you can do for them so that you're not
just hoping that everybody has the same one problem and will get in touch with you

Principal five is developing on-the-fly. You have to use the feedback you're getting from
what you're doing in order to determine what your next contacts are going to consist of.
So even if you develop an outline before you start, you should be tweaking and fine-
tuning it as you go

Always keep your antenna out for what people want and need so as you're going through
your sequential marketing campaign if after your fifth touch you realize that there's
something that you can offer that you haven't been emphasizing that your market really
wants, then start emphasizing that in your next touch.

If you're doing any sort of follow up with your prospects take detailed notes make your
people take detailed notes if you can have it in a database format all the better. But if not
make sure you're getting very detailed notes about what's being said, and look for the
action items within those notes.

Principle six you have to alter your arsenal for different targets this is basically tracking
what medium and what approaches work best within different categories so that you
know, when you're marketing to somebody you're using the optimal mix to get your
message opened, read and acted on

This is basically message to market match niche in on who you're communicating with
and tailor your communications to that niche, and remember, you can niche in by
profession by demographics by psychographics. You can niche in as close or as wide as
you want, but the closer you get the tighter you get the more results you're going to
produce

principle seven communicating with decision-makers

Make sure that you're hot buttons are targeted to the decision-makers in cases where there
are multiple decision-makers each one will often have different hot buttons so you want
to make sure that you include everything that will be of interest to every decision-maker
in your communications

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principle eight, this is critical, you must have a passion in the mindset you and all of your
people must be passionately believing in all the benefits you can bring to your prospect

the biggest failure point for any campaign is the fact that most never get launched just
doing something just taking action is crucial.

The key to getting started is to ensure that its a high enough priority for you so calculate
the profit impact of this campaign. Make sure that you complete everything in the prep
phases to get it done. And then launch. the first key is make sure you know how much
money You could make from and use that to inspire you to actually get off your ass and
do something.

One of the most important things for growth is that somebody takes responsibility for
every initiative for every campaign so either you or somebody else has to take
responsibility and accountability for making sure that a campaign launches with no
responsibility nothing gets done

without responsibility and timelines any project will be subject to great delays and
breakdowns in the process.

Some of the things that you want to outsource: number one research find somebody who
is good at finding information and pay them to do your research for you this is especially
valuable when you're coming up with your power presentation or your core story

number two mailing houses for all of the printing stuffing and mailing of your sequential
marketing.

If you use these make sure you and a few seed locations are on the list

There are fulfillment companies that can find you really cheap props that you can use to
lumpy up your mail.

another element in getting things done is to set realistic expectations about what you're
going to do and your deadlines. make sure that you're not going to overload yourself.
Otherwise nothing will get done.

Or perhaps even worse, a lot will get done poorly

when you're developing a sequential marketing campaign develop fully the first two
weeks worth then launch and develop the rest as you go along. Outline at the start, that’s
fine, but don't actually put in all the development work until you started your campaign.

Otherwise it will take forever and nothing will get done, or everything will get done and
nothing will get launched

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The other upside is that this adds pressure for you to continue

it's better to implement something that's mediocre than to work for perfection and get
nothing done

the worst case scenario there is you get a poor result and get some feedback about what to
do next time.

Scott recommends having a physical binder that has all of the information about every
campaign so under tab one you have the letters that you're sending out under campaign
one, you're having the results from each section of the campaign. You have any notes or
feedback that you've received from that campaign. So that before you launch it the next
time you can track and check and see what worked, what didn't and what you may want
to test changing

and probably the most important note on launching is that you have to focus on one thing
focus on one project or one campaign and make sure that you put all of your effort into
launching that if you try to spread yourself too thin. Either nothing will get done or
everything will get done poorly.

One of the most important things when creating scripts is that you highlight and identify
the key points. Let people say it's in their own words very quickly. Just so long as they
hit on all of the key points. So you many train them on Word for Word basis, but very
quickly you want them to paraphrase it without losing any of the power of the key points

When Scott does his $25,000 challenge he looks for gold in four areas number one the
upsell or cross sell number two in generating referrals. Number three in increasing the
frequency of visits, and number for in systematic improvement of one area or systemizing
one area of business that would generate great improvements

Some notes on your scripting technique number one to start with your open that's obvious
enough, you give a little backgrounder info as to what you're doing and what you're going
to do for the duration of the communication at the end of your open you ask a question,
which will direct you on your next path and normally what happens is. You give them a
few of the benefits or a few of the things that you're able to talk about on a call and ask
which would be most helpful to them, what they think might have the most money to
their business or which they aren't doing at all. Their answer will lead you to a branch
on your tree so if you have four or five things that you're going to talk about each one of
those can be considered a branch. What answer they give you dictates the branch you
will go to.

For example in his $25,000 challenge if the prospect says that the upsell is the greatest
advantage then he'll go to the upsell branch. And there they’ll give an introduction as to
what it is to give a bit of background and then start to ask the questions that will elicit the
information that you need to move forward.

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So you each branch has sub-branches depending on the answers that you get for example
a question you might ask is do you currently use upsells. if they say yes, you go down
one path if they say no, another. If they say yes for example, you might ask do you train
all of your staff to ask for upsell is in the same manner with every customer on every
interaction. If they say yes, you may move down the branch or move to another piece if
they say no then you move down that branch.

The key with these trees is to find a balance between systemization and personality you
don't want to sound like a robot going through and checking their responses and
answering from the script, even though you kind of are. You should have enough
flexibility that you can speak in your own language, and still ask all the right questions
and make all the right points

at the end of each branch in the sequence you should have a trial close that’s followed by
the three to five most common objections and your answers to them.

You want to work into your scripts that if at any time you're facing major resistance or
facing inattention or lack of enthusiasm that you can move on to another area don't keep
pounding away just because your script is there, rather be able to move to another branch

As usual, if you're creating this for the first time it's better to do it simply and add to it as
you go than to try to get perfect the first time.

You also need to have allowances in your script to determine who you're speaking to
because when you're speaking to the owner of a business. You're going to want to hit on
different hot buttons than if you're speaking to an employee

Scott recommends using mind manager to create these power scripts.

Make sure you also include provisions for things like timing or mood. if you're on the
phone with somebody and they say “I’d love to give you 20 minutes, but I have seven.”
What are you going to say there? You should know exactly where you have to move in
the script, and what you have to do. All of these things can be added into your power
scripting organically as they come up. Or you can try to think of them off the top of your
head and put them in. Regardless of how you do it you will be modifying your scripting,
as time goes on.

Tape 8A and 8B. is an interview with one of the developers of mind manager and since I
use it extensively already I'm bypassing this section.

Probably the most important thing in systemization is your metrics your measurements of
success because if you're not tracking what's happening. Then you can't know when
things start to deteriorate. And that's going to cost you a lot of money.

Often there's a lot more money to be made in your business by spending time looking at
what you do well than what you do poorly, and what this is all about is finding the areas

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that you do well in and then drilling deep into the those to create the systems that will
allow you to replicate that success.

So if you identify an area that you're doing well then you break it down into all of the
steps to that procedure so if it's generating referrals. You might have a four step
procedure here. number one is that you actively solicit your client for referrals when you
see them number two. You send them a letter, if they don't give you one, or you send
them a thank you note if they do. Number three might be a voice broadcast or a follow-
up telephone call, and what you're looking for here is who in your organization is doing
each of these steps most effectively. So you have to be tracking each contact and
tracking the results to see who's getting the most results in each step and then monitor
what their to find out what their procedure is within those steps. So you can train others
on how to do it

once you've identified all of the steps and procedures of your best practices then we want
to start looking for ways to incrementally improve each step, so we're making what you
do good, That much better.

There is incredible room for growth within the processes that you're already doing very
very well it's not just in shoring up your weak areas that you will make money. But
rather, finding out how to take your strengths and make them world-class. And that will
also be a lot easier and a lot more fun

The key to this whole process is to build in tracking and recording and measurement with
built-in alarms so that you're instantly alerted when you start to show lower performance
either the system is no longer working well. Or the people are no longer work working
the system,

as has been stated before, the key to making changes the key to improvement in your
business is to know exactly what your baseline is, how much are you making per day, per
wekk, what’s your your average sale what’s your average closing rate, when you know
these metrics. You can put alarms into place to note when they fall off but more
importantly, you can notice when tests outperform them and start to make the results of
these tests The standard and then increase your baseline

in any businesses there is a lot of room to grow simply by doing more of what's working
if you have a letter that's bringing you a lot of business, if you have a referral system that
your using. If you have any process that’s working but that you're not doing
continuously. You can make a lot more money by doing it more.

The same concept applies to finding where your profit is coming from, if you find that
there is one niched piece of your list that’s generating a lot of profit to you, market to
them more. If you find that you have one product or service that’s making you
proportionately more money, put more focus and effort on it.

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It's very important to write down your procedures for every piece of your business as
they're currently being done and then you can go back and change it if necessary, make
sure that you look at these written procedures as a living document. It's not something
that you set in stone and then never revisit but rather an always updating record of your
current best practices.

Once you have this document then you can start doing a review of your procedures both
of your written procedures but also a review of how well it is being transferred to reality.

When you start to create your written procedures you want to focus on the ones that will
bring you the most benefit so that you're starting with the highest and best use of your
time. When creating these written procedures. The reason for that, of course, is that it
could very well take you six months to a year to come up with a complete set of written
procedures for your entire business and by that time a lot of your procedures would
probably have changed anyone the goal here is to get the written procedure for those
areas that will bring you the most return and then once you have those done start
implementing that written procedure throughout your business and then move on to the
next best procedure that could be systemized, and continue doing this and reviewing so
that you may never have every piece of your business. Completely written out, but you
have the ones that are bringing you the most money.

One of the big distinctions that you have to make is between management critical
procedures and operational procedures operational procedures are every little piece of
your business. It's the Michael Gerber e-myth transformation of your business into a
complete set of written procedures for example. McDonald's has a procedure for
cleaning the toilets that's good if you can do that for your business great, but it takes time.
Management critical procedures are those that produce profit, what are the marketing
campaigns that are producing money. What are your referral procedures, what are your
procedures in asking for the upsell and cross sell anything that directly puts money into
your pocket is a management critical procedure. And these should be documented first.
Once you've documented all of these then feel free to start creating a procedure for every
other area of your business.

Probably the most important step is setting up your system's of reporting so that you're
alerted when your results start to drop off so you capture best practices. You have your
procedures written down you have a baseline of the expect results. You need to know
when those results are being met. So on biweekly, weekly, daily basis, you need to be
getting reports to show you both short and long-term how your doing, how you're
comparing against the previous quarter previous year, but also how you're doing
compared to the expectations for your best practices.

Step number one of creating a best practices process is to come up with a conceptual
solution for the procedure that you want to achieve and he says conceptual, because
you're not in a get it exactly write the first time, but you do want to have an idea of the
outcome.

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Step two is to personally perform the procedure so that you know what it's like to go
through it and to adapt and adjust it as necessary if you don't take the time to do this, if
you don't do it yourself. It's not going to get done. You can't hand this off this is one of
the highest uses of your time, so do it right.

when you take the time to do it your self you're going to come up with a lot of great
distinctions that could mean the difference between fantastic success and utter failure.
You will come up with distinctions that your staff couldn't possibly conceive of

step three is to document your step-by-step processes so you write it down write down
everything that you did from the time that you were preparing to do the procedure. Up
until the time you complete it.

step four is to show your staff or your outsourcing service or whoever is going to be
using this procedure how to do it supervise them watch them do it make sure they're
doing it properly.

Step five is to monitor their use of the procedure audit them every once in awhile make
sure they're using the procedure as you've laid it out supervise periodically and randomly
until you have conditioned the behavior in them

it's important that all of your reports be very carefully visually organized in other words,
you shouldn't have to hunt to find the important information it should be clearly labeled
and easy to find obviously graphs and charts are very helpful. Not necessary, but
certainly helpful.

You also want to make sure that you can quickly spot trends in your data

you want to have your reports set up so that if anyone one of your critical measurements
goes outside of a certain boundary it alerts you on the reports for example, if you have
have a week where you see fewer patients than you want to see per week, there should be
a note in bold at the bottom of the report pointing this out. Then you can immediately
start to go to work on it.

Next you have to have somebody who's responsible for getting you this report in your
business you have to have somebody who's job it is to prepare this report for you or to
print this report for you every week. It shouldn't be you because you will likely be the
least responsible person for this. Have an employee or a member of the staff responsible
for doing a report every week

as the owner of the business your responsibility is to set a regular time that you're going
to review these reports you don't want to have them pile up on your desk and get to them
whenever you can because you will never be able to so schedule the five minutes to
review the report at a regular time. Once a week is more than enough to see how your
business is doing

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it's also very important especially at the start to schedule time for when you're going to
review the system, not just the reports so you get the reports, and then make sure that
you're reviewing your people, and how closely their following the procedure

also schedule a time to check the accuracy of the data or know that randomly you will do
it but once a week at some point, you will check the accuracy of the data to make sure
that you're not getting hosed.

When you're actually creating the written procedures make sure that you keep these very
user friendly; don't write a book. Keep it to one or two pages tops per procedure

label each procedure with a short description this is our procedure for handling new
patients to ensure top-quality treatment throughout their visits with us. Etc. etc. so you
talk about the description and the purpose of the procedure. Next you want to talk about
the expectations about what the procedure is going to accomplish. For example, this
procedure should increase the response rate for patient reclamation.

Next you have the actual procedure and you document all of the physical and the non-
tangible aspects of the success formula. So everything that goes into making sure the
procedure works is taken down. And finally, you may want to have different coding for
different procedures so that you can lump together everything that is person A. is
responsible for and everything that person B is responsible for etc..

When you're creating your procedures you're much better off to do a mind mapping style
creation then a sequential list because it allows you to be a lot more creative. It allows
you to hit a lot of different areas, rather than just one or two or whatever comes up in the
sequence you can go back to ideas, much easier in a mind map format than in a sequential
list format,

and that concludes the sequential marketing

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