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The image of a company is very important. Would you want to work with a consultation company whose office was in shambles? We judge things often by their appearance, especially when seeing something for the first time. If you are an excellent company with a bad image or appearance then you may have loyal clients but new clients will be hard to get.

What does work, however, is the ability to present the company as being professional and experienced. When we walk into an office that is neatly arranged and greatly designed we immediately begin to think positively about the company.

challenge

The challenge is to bring a company whose web presence is boring up to date. The challenge is to ensure that when a client visits your website they feel positive about your company. The challenge is that most customers will judge you based on appearance alone, and if your website looks unprofessional or poorly made then they will think your company as a whole is unprofessional. Each and every part of the organization matters when winning over a new client:

  • Improve sales and operations and production planning:

    The teams focused their efforts on a few of the highest-value S&OP levers in order to review the current planning process, identify gaps in the planning infrastructure and analytically understand demand and supply variability.

  • Determine the right inventory level:

    With hundreds of medications in the market, Pharm Ltd. needed a proper method to predict and manage their inventory. Using a mean absolute percentage analysis (MAPE), the teams defined appropriate levels for raw materials and finished products by mapping actual versus forecasted sales on the most important SKUs.

  • Optimize the supply chain for perfect order planning:

    The diagnostic determined the stressors that affected sales and service levels. The teams focused on resolving issues related to higher-than-normal back-orders and lead times, which stressed the entire supply chain and led to delays in medications reaching consumers.

solution

The challenge is to bring a company whose web presence is boring up to date. The challenge is to ensure that when a client visits your website they feel positive about your company. The challenge is that most customers will judge you based on appearance alone, and if your website looks unprofessional or poorly made then they will think your company as a whole is unprofessional. Each and every part of the organization matters when winning over a new client:

  • Improve sales and operations and production planning:

    The teams focused their efforts on a few of the highest-value S&OP levers in order to review the current planning process, identify gaps in the planning infrastructure and analytically understand demand and supply variability.

  • Determine the right inventory level:

    With hundreds of medications in the market, Pharm Ltd. needed a proper method to predict and manage their inventory. Using a mean absolute percentage analysis (MAPE), the teams defined appropriate levels for raw materials and finished products by mapping actual versus forecasted sales on the most important SKUs.

  • Optimize the supply chain for perfect order planning:

    The diagnostic determined the stressors that affected sales and service levels. The teams focused on resolving issues related to higher-than-normal back-orders and lead times, which stressed the entire supply chain and led to delays in medications reaching consumers.

result

The challenge is to bring a company whose web presence is boring up to date. The challenge is to ensure that when a client visits your website they feel positive about your company. The challenge is that most customers will judge you based on appearance alone, and if your website looks unprofessional or poorly made then they will think your company as a whole is unprofessional. Each and every part of the organization matters when winning over a new client:

  • Improve sales and operations and production planning:

    The teams focused their efforts on a few of the highest-value S&OP levers in order to review the current planning process, identify gaps in the planning infrastructure and analytically understand demand and supply variability.

  • Determine the right inventory level:

    With hundreds of medications in the market, Pharm Ltd. needed a proper method to predict and manage their inventory. Using a mean absolute percentage analysis (MAPE), the teams defined appropriate levels for raw materials and finished products by mapping actual versus forecasted sales on the most important SKUs.

  • Optimize the supply chain for perfect order planning:

    The diagnostic determined the stressors that affected sales and service levels. The teams focused on resolving issues related to higher-than-normal back-orders and lead times, which stressed the entire supply chain and led to delays in medications reaching consumers.

“What gets measured gets corrected!”

Back in the day when Six Sigma (Place link here.) was all the rage and I hung around with its adherents, I heard that expression a lot.

I mean really a lot!

Now, while I thought that many times the whole Six Sigma fad was a bot overdone, there were some gems that I took away.

“What gets measured gets corrected!” was one of them.

Often times in social media, we forget to measure.

Or, we measure the wrong things.

One of my favorite topics, time, when talking about metrics is often overlooked.

This leads to the frustration and disappointment with social media that many organizations, especially small and medium sized businesses, feel.

Large organizations have different needs and tools available, not to mention better funding, available when thinking about social media metrics.

Small and medium sized businesses don’t have to start on that scale or ever even reach it.

Sometimes, even Google Analytics can be overkill for them initially.

Keeping things simple, particularly at the start, is a great idea for small and medium sized businesses when starting with social media metrics.

Excel will often take care of basic needs involving social media metrics long before a more involved solution is required.

Let’s talk something, I just mentioned, namely time.

(Don’t worry this won’t become a physics lesson!)

Time is a continuum.

There’s yesterday, today, and tomorrow.

What did we look like yesterday compared to today and where do we want to go tomorrow?

Thinking about this helps us with our social media program.

It helps us to understand the processes we need to put into place.

It helps us to answer some key questions.

What data do we need in order to know if we’re accomplishing our goals?

How will we collect this data and where will be put it?  (Hint, we need a better answer than a thumb drive.)

What actions will we take once we have this data and have analyzed it?

Get the picture?

(That’s not one of the key questions!)

The goal here is to have a data driven social media program.

We need to get down to the lowest possible, actionable task and measure it.  (Another hint, saying we want to increase revenues is not a good enough goal by itself.)

Once we measure something then we can start doing something about it!

That’s it for now!

In the meantime, thank you for following and reading my blog!

I look forward to any and all comments that you may have.  I will reply to any comments made to this blog post as promptly as I can.

Remember!

I do this for a living and if I can be of any assistance to either you or your organization, please feel free to call on me.  Our initial discussion will be of no charge to you.

I can also be reached at conpsweeney@someddi.com.

My Twitter handle is @conpsweeney.

Stay well!

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