Louis Massaro argues you need to track operational KPIs beyond sales to actually manage your business. He walks through what to monitor monthly: revenue per move, packing efficiency, storage, valuation, and customer satisfaction. Know your numbers or you can't fix what's broken.
The operation reports and KPIs. So KPIs are your key performance indicators, the numbers that you need to be on top of to, you know, basically follow the mantra of what gets measured, gets managed, right? So if you're not looking at certain key numbers in your operations, and today we're not even talking about sales stuff, this is all operations. This is, you know, everything from, you know, your moves to your packing to your customer service rating to, you know, all the metrics and the, you know, basically the percentages and things that you need to be comparing month after month to know how you're doing. What reports are you looking at on a monthly basis? Right. What are the, you know, the KPIs, what are the key performance indicators that are going to tell you how your business is really doing? We get so caught up in our business in the day to day, right? And we forget that there's certain numbers that if we compare them to the month before, if we compare them to the year before, right. And we start to track our progress, that we can make a really big difference in what we start to focus on. So for example, let's say you want to get your, see your RPMs up, right? Your revenue per move, right. Your average move. If you're not focusing on what that number is currently and then have an initiative to go ahead and get that up higher, it's not going to be on your radar, right? So the KPIs and the operation reports that you want to look at are things that are going to keep the important numbers, you know, in front of your face because it's way too easy to get caught up in, in the day to day. Not only do you need to be looking at your profit and loss statements, not only do you need to be looking at your sales reports and your marketing ROI reports, but your operations report. I'm not trying to give you more work to do by telling you about all these reports, okay? I'm not trying to say you need to do this and that you're like Louis, but there's so much already to do. It's about doing the simple things that matter, the things that will really make an impact and start to move the needle in your business, right? If you've ever felt stuck, if you've ever felt like I'm just doing the same thing day in and day out, and maybe, you know, there's a certain area that you need to or want to be focused on, but yet you don't realize it until maybe a year goes by and you're like, what's our average move? Let's look at that. Right. What about our packing? What about our storage numbers? What about our valuation numbers? What about our, you know, customer satisfaction rating? Things that will make a huge impact in the amount of money you're able to make. But if you don't look at that, you're not going to be able to manage your business properly. It's like being a stockbroker not knowing what's on the stock ticker. Right. You've got to know your key performance indicators. So, anyways, the message today is know your numbers not only in sales and marketing, but also in operations. Also your profit and loss, also your gross profits, your net profits. And that's what we're talking about today. Make it a great week, everybody.
