Category Archives: Planning

Understanding the Reverse Funnel System

The key to understanding the Reverse Funnel System is to understand driving traffic. Once you understand the basics of internet marketing and driving traffic to your link to the reverse funnel system, the system will do the rest. So truthfully, there is not much to understand.

All the reverse funnel system is is an automated sales process that closes people into your business for you automatically. Ty Coughlin and the inner circle hired VERY expensive copy writers, and web conversion experts to design the system. That is a fact. If you go throughout the reverse funnel system when you’re reviewing it you can clearly see the influence is very powerful.

Tracking For Profits

If you can’t track it, don’t do it.

Every high-performance venture needs a tracking system. A tracking system with well-designed metrics lets everyone know how well they are doing relative to their commitments. It is a guide to whether additional or extraordinary actions need to be taken.

It is one of the first things I set up with my business coaching clients because without a clear set of objective metrics it is hard for people to be clear about their results.

Establish intentions for your project, figure out the critical success factors, determine suitable measurements for each, and set performance targets for those measures.

For example, say your intention is to increase market penetration. The measure is your venture’s sales divided by total sales in your market. Perhaps your current market share is 10% — good, you have a benchmark, and your new target is 25% by the end of the year.

That’s objective, measurable, and thus… achievable.

Make someone accountable for your project’s performance against each target.

Establish a timely tracking system for each metric, which easily gathers the necessary data.

Develop periodic interim performance targets, and a reporting structure to let everyone involved know how they are doing.

Your performance tracking systems can be kept with pen and paper, or they can be automated on your computer system. However you implement them, keep it simple and don’t let the overhead of your tracking system become a burden of any kind.

Below is a very simple system I used to keep track of my page output while writing Faster Than The Speed of Change. It was kept on a computer spreadsheet, but could just as easily been pencil on graph paper. Whenever I was below the line I had catching up to do.

Start with 0 in the lower left corner, write units of measurement along the left axis, and dates of measurement along the bottom. Draw a straight reference line from 0 to your goal, and plot your performance against that goal. Of course the reference line need not be straight; set it up in whatever way reflects the time-relationship of your goals.

If you want to find out how you can set up a performance dashboard and completely systematize your entire business to make it “scalable and salable” link to http://www.turnkeycoach.com

Law of Unintended Consequences

This one jumps up and bites so many people these days, and it happens so many time I think because they do not know how to evaluate consequences.

Too often people take a look at projects and either look at the probability of events or the possibility of results but they do not weigh the two together.

Take for example the Northern Gateway Pipeline project in BC the anti-pipeline foes are all about worst case scenarios they never balance their presentation with the probability of their disaster themes ever occurring.

The other extreme would be the person planning to play Russian roulette, they would say look I have a better than 80% chance of success.

That narrow evaluation of probabilities is where we find the poor evaluation of consequences because they fail to evaluate that Russian roulette is not a one round event, the players keep going until there is only one person left alive at the table, so the true probability is one chance in however many people are sitting at the table.

How many bad decisions are made because someone believes “yes I will take this one chance” but they are not thinking that they have to keep on taking that chance?

This can take many forms in business, not doing a credit check on a new account, adding a new employee, buying from a different supplier, and the only way to avoid these decisions is to never have gone into business in the first place.