David Goldsmith MetaMatrix Consulting Group (315) 682-3157

David Goldsmith MetaMatrix Consulting Group LLC

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Group(315) 682-3157


Supercharged Strategies for Growing a Business:

The Tools to Win

David GoldsmithMetaMatrix Consulting Group

(315) 682-3157


San Diego Fast Freight Train - 1992

Grab a hold and we will make you money, grow your business, and we will all be a success.

Jeff Bleustein


OPEN IT UP!



What are some of the challenges

YOU would like to see

ANSWERED?


Today’s NASCAR races may have 60,000-80,000

Attendance of 300,000-400,000


German Auto Union


What to do when you’re 2kg over weight?


Spend the night scratching off the paint.

1933 Silver Arrow


a solution

There is

ALWAYS



CHALLENGE


• Patriot Harley-Davidson - Bob DeHaven • Capitol City Harley-Davidson - Bob Oyler• Destination Harley-Davidson - Ed Wallace Jr• Tim Sherman's Harley-Davidson - Tim Sherman • Riverside Motorcycle - Jay Dabney• Dick's Harley-Davidson Co. - Brad Tibbits• Harley-Davidson Motor Company Employees• Frank Candy – PR Hog Group Florida • Don and Carissa Tidus• Smaltz’s Harley-Davidson, Inc – Stretch• Fargo HD Sales – Del Hoffer• Other Harley-Davidson and Metric Riders




ChallengesConvergence from HD Market to Buyers

MarketMargins have droppedSeasonable business

#1 competitor is the HD Dealer down the roadHaving difficulty with sales staff (finding,

training)Need new ideas for marketing

Average age of biker is increasingLimited pool of knowledgeable employees



When you WIN BY A N_____(Someone else LOSES BY A N_____)

Q’sDavid Goldsmith MetaMatrix Consulting Group LLC


Doing More With Less

Sales/MarketingRedefining


Doing More With Less


The never ending challenge…

How To Do More With Less

Dec. 8, 1765 1890’s



Bridge Deck Finishing Machines

Pile Drivers


Fries Automation


What Systems and Technology Can Do…

E-Z Pass changes

The need for toll personnel

The need to count cash

The need to generate receipts

The need for accounting personnel

The need for “people” safety

Benefits to driverSpeed of processing

One simple bill

No cash as a driver

Consolidate invoices

Waiting in line diminished


Pirelli Tires Mini-Factories (MIRS Innovation)

With MIRS (Modular Integrated Robotized System), Pirelli has totally revolutionized the technologies and

traditional methods of tire production. The new process is based, in fact, on the concept of highly

flexible "minifactory" (flexible to the extent of one tire per size) that can be strategically located

according to market demand.Pirelli.com


Pirelli RoboticsModular Integrated Robotized

SystemFlexible to the extent of one tire per

size 350 square metersentire production cycle from

compounding to finished productproducing a tire every three minutesreduce the lead-time from six days

with the traditional process to 72 minutes

eliminating the storage phases– 12% being processed at any

time– 88% waiting to be processed

Pirelli.com


SYSTEMS &STRUCTUR

EHow to INSURE predictable reliable results.


Mario Andretti and YouIf you were to place Mario in a race car

and you were in a Honda Accord who would win?


Productivity Principle

80% of a firm’s ability to compete and employee’s ability to succeed is driven primarily by the structure the firm has to offer. The role of management is to think…design the structure, processes and goals to insure the probability of

success.



McDonalds’ Before and After

Drive through before visual display

Uncertain about order

Frustrated with individual

Increased chance of wrong order

Wondering about final total price

Drive through after visual display

Confirmed orders before production

Individual less important

Increased chance of success

Total price clear to viewer



2000 Florida Election Ballot


To some it looked like this…


Sugarbush Ski SchoolMost profitable part of the mountain

Average wait used to be 1 hour each morning

Management did not understand their role

2.5 hours – changed the focus from “the magic moment” to cattle.

Changed the role from teamwork to decision making

Within one day the line queue dropped to 10 minutes

No technology changed.



How it worked for years

Adult & Private Lessons

Kids Counter and Customer Service



Winning strategies and tactics

Customer Form CounterGreeter

Adult & Private Lessons

Kids Counter and Customer Service




FAX UPFAX DOWN


TIME

Traditional

ExplosiveRESULTS


CHANGEEveryone loves

change!!!


How do you motivate

EMPLOYEES (INDIVIDUALS)

to do a better job?

Willie Roy



Divorce – Kids – Parents - Debt


People don’t show up to work

to screw up.



Sales/Marketing


What’s wrong with this picture?

Prospect walks into a HD dealership wearing leather jacket, driving a suburban and jeans. Gets no help as she walks over to the rider gloves display. Spends 17 minutes with no help. Gets a phone call and then sits on a motorcycle for 45 minutes with no attention. Purchases the short gloves and leaves to go to a new rider course only to find out she should have purchased the cuffed garment. The gloves then fray within 3 days of use.



Hard Core Harley Rider

“Harley can no longer rest on the fact that people will just buy a Harley. The old attitude that, if you don’t buy it’s your loss is over. They have to start servicing customers in a whole different way considering you can purchase so many other bikes today with more value for less. And I’m a Harley rider!”


Dentist Across the Street




1. Work the leads that walk in the DOOR! (HD Executive Experience)

Higher revenue in Separate Buildings vs. MallsPLANNED VISIT!!!

Capture Rate for HD is around 12-20%2. Work with Driver Safety Courses

Students get a free kit if they visit the storeFree collectiblesReserve Seats for Riders Edge/MSCLass (1 hr. Drive)HD Needs and entry level bike

14 Win By a Nose Marketing Solutions



3. HOG Group participation

Study by Motor Company January 2005-July 20052003-2005 Bike Owners

Average annual purchase $893National HOG Member 32% more

Local HOG member 56% moreFounded in 1983 and now 2006 1 million members

With no agenda but to ride



Del Hoffer1. You must ride iron with them2. You must schedule activities

3. You must sponsor and attend meetings

My take is you must learn to bleed …black and orange


Ambassador

vs. Terrorist



4. Open house for metric bikesTrade ins get a discount

5. No money down, April payment6. If the biker can’t handle an 883

Put them in a Japanese bike After a year guarantee a trade in

7. Offer +++Retail statistics 70% of purchases are impulseCustomization at % discount w/ a new bike purchase Get 20% off parts with bike



8. Extend service hours for professionalLearn a lesson from LexusNight Shift in by 5 out by 9

9. Sensitivity to gender and economic differences Woman, Black, Hispanic.

10. Get prospects in the FAMILY…don’t just talk about it.11. Treat clothing department like Neiman Markus12. Start holiday specials before Thanksgiving13. Take care of them after the sale!!!

Parts, Service, Accessories,



14. Marketing to starts before you meet the customer• Advertising• Website• Reputation in the area• Location Visibility• Visibility to the community

Example: Poker competition 1800 people attendedExample: Bikes to Police with Bags with flames

and logo of Dealership.Wrong: When you give a bike up for raffle it markets

HD and not your dealership!


5 Sales Solutions1. Create process for hiring like Southwest Airlines2. Create a 5 or 6 step process for sales3. Add the Vintage Sales Process – To the WORD4. Use rapid sales staff development tools

Generation “M”Video Duplication

5. Start sales people at the right time6. Use this throughout the Enterprise


Give Your Staff Language

Down to the minute detail…

ALL INVENTORY HERE MOVES VERY RAPIDLY I’D LIKE TO CONFIRM THAT BEFORE I GIVE YOU A PRICE.

Transferred to Manufacturers or Distributors…

THERE ARE THREE OPTIONS WE SUGGEST WHEN CLIENTS ARE IN THIS POSITION...


Industry STRATEGIC Constants

1. Continually occurring; persistent.

2. Regularly recurring

3. Unchanging in nature, value, or extent; invariable.

4. No perceivable improvement in the foreseeable future.



Hiring/RetentionLimited pool of employees

No more farm boysCultural issues

Lack of skilled laborCheck Friday/Monday now show

syndrome


Industry STRATEGIC Constants

Options

1. Fight it

2. Continue to do what you are doing

3. Build a new model



You are the GM for 500 bike HD Dealership with 46 employees during season. By your own calculations you will lose 30% of your business if you don’t create a better strategy to attract and retain good talent. Based on history, it takes 6 months to 3 years to educate a new candidate. What innovative strategies would you need to put in place to maintain your current growth?


EMPOWERMENTWhat’s your strategy

to empower others?


Potential SolutionsBuild a career ladderLong Term Recruiting

HS, College, GlobalGeneration “M” tools

Video Training/SportsTrainers better trainedMentor programWeb design for employeesInternal referral programOutsource Jobs/Functions

Streamline your businessArborists Company

Theft from competitionEliminating JobsUtilize technology


Lorrie A. Goldsmith

Life does not give A’s for

EFFORT, it gives A’s for RESULTS.



RedefiningHow to Rapidly Strategize while

Developing a Mega-Competitive Advantage in the

market place


REDEFINING is a management and leadership tool to ALWAYS find a better way to discover new competitive, mega, advantages by redefining challenges, problems and opportunities.



Picture the BIGGEST

challenge you have today…



Do you have a process for strategically thinking?


Does it look like this…Determine

Goal or Problem

Figure Out Solutions

Maybe Do Research

Implement the Idea


Or do you do this in a meeting?

Questions asked by meeting leaderAnyone have any problems?

State Problem

Ideas Generated1 or 2 are Selected

Possible Research

Implemented

Ask for Suggestions










THREE SIMPLE STEPS

Step 1 State your challenge

in one sentence.


Challenge Statement Test

Test Questions Column 1 Column 2

1. Is the CS one issue? Yes No

2. Is the CS in the present or future tense? Yes No

3. Is the CS a problem or solution? Problem Solution

4. Are the CS facts verifiable ? Yes No

5. Are the CS assumptions valid ? Yes No

6. Is the CS essential to your overall goal? Yes No

(Hint: All your answers need to fall in Column 1)


Examples

Sales margins have dropped 4%

We’re losing business to our local HD Dealer

We don’t have enough space

We are looking to grow 32% this year

It takes 6 months to train a technician

Retail sales are stagnant

I can’t find qualified managers


Must be one challengeI want to sell a 10 CD set for $300, and I

don’t want people copying it.

Must be in the present/future tenseMy husband had cheated on me

Must be a problemMy salespeople need more sales training


Must have verifiable facts (if there are facts)

Shrinkage is 14% in the warehouse

Must have valid assumptions McDonald’s makes people fat

Must be essential to the goalMy office manager is always grouchy


Your office manager is always grouchy impacting clients and employees

We are losing profits and clients due to our office manager

another option


Remember Math Class

It’s like a math question. If you don’t understand the question your going to come up with the wrong answer.

Joe GiezemanSearcy Arkansas


Step 2Convert the challenge into

a “should” statement

positive opposite -SPECIFIC ultimate end


The loaded question…

What would it look like if

EVERYTHING was

PERFECT?


positive opposite ultimate end

Positive OppositeLosing – KeepingLow – HighSlow – FastWeak – StrongFat – ThinUp – DownDon’t – DoCan’t – CanLose - Win

Ultimate EndUltimate customerUltimate vendorUltimate economyUltimate footprintUltimate industryUltimate powerUltimate productUltimate durationUltimate …


Challenge: We are losing profits and clients due to our

office manager

Should: We should be gaining profits and clients due to our

office manager


+OUEWe should be gaining all the clients we want due to our office manager


UNIVERSAL TRUTHS

There is more than 1 right answerThere is always a better wayLess is moreLook to the big picture before the

smallDon’t fix a “blame.”


The Final Step 3“What would it take..”

TO GUARANTEE OR INSURE!


Challenge: We are losing profits and clients due to our office manager

Should: We should be gaining profits and clients due to our office manager

WWIT: What would it take to guarantee that you would gain profits and clients due to our office manager?


Does the mechanic need to know who was driving?Does the mechanic need to know what was hit?Does the mechanic need to know where it happened?Does the mechanic need to know when it crashed?Does the mechanic need to know how it happened?Does the mechanic need to know…

WHY you were driving the car????


What Would It Take…

WWITDavid Goldsmith MetaMatrix

Consulting Group LLC


What would it take…

In a race against time on a project that would ordinarily take four months to achieve, a team of designers, 100 workmen and even the neighbors, have just seven days to completely renovate an entire house — every single room, plus the exterior and landscaping.


What would it take…

MetaMatrix Consulting Group LLC


Step 1 In one sentence state your goal or

challenge.

Step 2Convert the challenge into a “should”

statement positive opposite specific ultimate end

Step 3“What would it take..”

THREE SIMPLE STEPS…Don’t Skip



Scott Barter – Fontainebleau Hilton Resort

Original

Employees are not thinking like accountants.

(…interprets data)


Improved SOCOriginal



Better ChallengeEmployees are not producing

accurate accounting with the labor pool available?


Should Statement

Reframed The organization should produce

accurate accounting with the labor pool available.


The real question

Reframed Question

What would it take to guarantee for the organization to produce accurate accounting with the labor pool available.

Automate data entry using OCR technology

Solution: Use software to find variances PO/Invoice/Receiving kicked out


Compare the twoOriginal



Redefined What would it take to guarantee for the organization to

produce accurate accounting with the labor pool available.


What are you solving?

Past Problem Future Problem


YEAR2010

What would it take for your clients to consider you to be the only choice in

town?


Although no one can go backwards and make a brand new start, anyone can start from now and make a brand new ending.

Anonymous


The cost of not thinking strategically is significant.

David and Jane Reiss

The cost of the wrong strategy is disastrous.

David A. Goldsmith


Are your customers telling other people about you?

Then are you that GREAT?????


Harley-Davidson Soldier of Tomorrow

GPS and Radio Antenna Laser Detectors

Long Wave Infrared Camera

On-The-Move Hydration

Integrated Tourniquets

Zippered Leg Vents

Waterproof, Breathable,Flame-Resistant Boots

Image Intensifier

Forbes Dec 9, 2002


Alfred A. Montapert

Do not confuse motion and

progress. A rocking horse keeps moving but does not make

any progress.David Goldsmith

MetaMatrix Consulting Group




When life is bad you buy a Harley

because you deserve it.When life is great you buy a

Harley because you deserve it.



Evaluation 1761

David GoldsmithMetaMatrix Consulting Group

(315) 682-3157

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David Goldsmith MetaMatrix Consulting Group (315) 682-3157