Analyse and duplicate the success process
Review, analyse, and repeat the success process
Analyzing our business on a weekly basis is crucial. We should schedule a meeting with our team or mentor to discuss ways to improve and plan accordingly. It's also important to keep track of our daily and monthly goals and assess how close we are to achieving them and how we can reach them. Creating a scoreboard can work wonders for us. It allows us to easily track our progress and discuss it with our mentor. Without a scoreboard, it's like playing a practice match without knowing the score. But once we have a scoreboard in front of us during the game, it significantly boosts our morale. When it comes to electricity bills, the location of the meter matters. If it's installed in the drawing room, we can easily check the meter reading and make an effort to limit our consumption if it's running too high. However, if it's installed in the basement, we may not keep track of the reading and use electricity without considering the cost.
Having a monthly meeting is crucial for identifying any shortcomings in the scoreboards of all leaders in our team, as well as developing new strategies with them. During this meeting, we can also conduct a SWOT analysis with the leaders, focusing on their strengths, weaknesses, opportunities, and threats.
S: Strength
W: Weakness
O: Opportunities
T: Threats
It's important to identify people's strengths in specific areas, such as showcasing products or recruiting. Core team meetings can take place either offline, online, or via conference calls, and they can provide significant benefits.
If you're working in this business full-time, it's recommended to establish minimum criteria. This may include making 50-100 daily calls for five days a week. Our daily business growth will depend on the number of calls we make each day.
"If you achieve your goals daily, then your weekly, monthly, and yearly goals will be achieved. That's why it's said that if you work in direct selling correctly, you can achieve financial freedom in 5–10 years. However, consistent effort is necessary. If you only make five calls one day, ten calls the next day, and do nothing on another day, achieving financial freedom won't be easy even after 50 years.
If we do this business part-time, we should still make at least 20 calls daily, five days a week, to have fast success in this business. Then, we should do two to five daily activities, such as core team meetings, business opportunity meetings, product training, etc., to help your business grow.
You can review your business daily, weekly, and monthly.
Daily review: It is essential to review daily the number of calls and activities you and your core team have completed and how much business has come in. Motivate your core team to do this work every day as well.
Weekly review:- Perform a weekly review to track the number of new team members joining. Please warmly welcome them and let them know they have made progress toward improving the business. Ensure the new associate's opening ceremony is led by their immediate upline and mentor, guiding how to succeed in this venture.
Monthly review: Please review the activities we conducted throughout the month to attract and convert new people. How many moves did we work to activate, retain, and develop the leadership skills of our existing associates? We should focus on these five points while conducting product training, leadership training, health awareness programs, opportunity meetings, etc.
You can achieve financial freedom in the next 5-10 years if you work consistently with the process. Remember the 80-20 rule, where 20% of activities will give you 80% results and 80% will give you only 20% results? So, identify those 20% activities and allocate the best time for them. If you spend only 2 hours in your direct selling business, prioritise completing 20% of the activities during those 2 hours. Take the support of all your mentors and core team in your line of sponsorship. Also, remember that only 20% of results come from 80% of activities. Therefore, we should analyse with our upline and mentor for maximum positive results.
Activities that are not producing results need to be improved or abandoned. We need to see how we can make changes to the action plan. Measure productivity daily and rate each day on a scale of 1 to 10. What went well today? What did not go according to plan? What needs to be corrected tomorrow? In sales, "Data mein aata hai" is often said.
Your son may not help you in your business, but data will always be helpful to you. It would be best if you analysed your business with your mentor.
As in every month,
2. How many new people have joined the business?
3. How much business came from old and new people?
4. What were the total sales?
5. What is your monthly revenue?
You can also check your sales register to see who buys products in your downline. With the help of the sales register, you can see which cities your team is doing business in. You can directly communicate with them based on the report. You can mentor them.
Suppose the average order from your old associates is decreasing. In that case, you should sit down with them and improve communication with their upline. Conduct product training, home meetings, product demonstrations, health and beauty workshops, etc. In their teams so that people can understand the product and increase orders. This will increase your product orders and the average order size.
If your business is experiencing fewer new members, you must multiply your business opportunity meetings and one-to-one opportunity plans. You need to motivate your team and explain that new people are the lifeblood of direct sales businesses. Ensure that you conduct an immediate or successful upline welcome ceremony every week for new members who have joined your team. Make sure to observe whether new members are being adopted or not. If they are not being adopted, initiate conversations between them and their immediate upline and give them the responsibility to adopt new associates and bring them into the success process we shared with you.
Sit with your core team and see how their profitability and productivity can be increased. Productivity must increase for profitability to increase. Check if they can make daily calls or not. Check if full-timers can make 50–100 calls every day. If they are part-timers, can they make 20–50 daily calls?
Are full-timers able to complete five activities every day? If they are part-timers, can they complete 2-3 daily exercises? Are they able to produce any results?
Often, we see people working only with one team. In such cases, there may be a lot of activities, but profitability may still need to be achieved. Productivity may be increasing, but they may not be able to generate income because if you are in a two-leg plan, work is necessary in both legs. Working on different legs is very important in a multi-leg plan. Some people question, "Wherever I travel, business comes from there." So, it is essential to tell them this business is based on duplication and teach them how to duplicate.
As I mentioned earlier, activities vs. income: You need to approach your actions in a way that also increases your income.
Building a solid team is essential. Sit with your core team and identify people in their teams who have a lot of potential and those who can perform better. This is very important. Work on their skills. As you can see in this book, we first talked about willpower and mindset and then moved on to the skill set. Look at how you can make them better members of your team and how you can bring in new and better people to the team. What number between 1 and 10 would you give to your team members?
I would like to know from you how many points out of 10 you would give yourself and your team for the following essential standards:
Winning attitude.
Conviction.
Prospecting skills.
Goal-setting skills.
Invitation skills.
Presentation skills.
Closing skills.
Leadership skills.
Training skills.
You can achieve better results with a highly skilled team. We need to pay close attention to the training and duplication of our team. According to your profitability and productivity in your business, how many points out of 10 would you give yourself? Please list three areas where you feel improvement is needed.
Analyze and review yourself with your core team and mentor, and take consistent, massive action towards improvement. I hope that, at regular intervals, you sit down with your team, mentor, and top management company to review and analyze things, which will help you move forward.
I want to share a story with you based on the lives of Chandragupta Maurya and Chanakya. Once, after losing a battle in Magadha, Chanakya was hiding, and he disguised himself as an older woman and went to a woman's house. He saw the older woman had given her child food in a bowl. When the child put his hand in the middle of eating, his hand got burned from the hot food. The old woman told the child, "I think you are just like Chanakya—foolish, you have no sense. You should start eating from the sides of the bowl first and then put your hand in the middle when it cools down later." And Chanakya Pandit is just like you. He attacks right away in Pataliputra. Instead, he should increase his strength gradually by attacking the borders first. Then, he should strike in the middle when he becomes powerful enough. This greatly inspired Chanakya, and after that, he gradually started his war with the surrounding states.
Mentoring is extremely important. Speaking for myself, I have had many mentors whom I have consulted for advice from time to time, and they have inspired me to move forward. In this chapter, I sincerely thank all of them. You will quickly move ahead by reviewing and analyzing your business. You will soon move ahead.
Freedom” .
Thank You for Being a Part of Our Journey!
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Warm regards, Mahaavir Kantura
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