In consulting practice, we have found, in a more frequent quantity than we imagine, that managers and middle managers make decisions based on average information, isolated comments about market behavior, opinions about who manages an area of responsibility and other imprecise criteria.

But is this way of acting compatible with the current competition?

Taking this to the field of sales, answering adequately (that is, in detail) the questions who buys where, when, how much and how ?, complemented with and how much does it cost ?, has allowed us to implement solutions quickly. For example, take the concept to a chain of points of sale with clear areas of opportunity (coffee shops or other businesses), cross the sales tickets with the hours and the template that you have, or the denied products and returns, classified by reason , and tell us about your findings. It seems incredible that the financial statements and reports presented to you did not provide you with this information, did they? Moreover, we see that few companies have an adequate measurement of results by products and by geographic area, despite the fact that the results on investment are substantially different.

At the firm, we believe that part of the origin of the problem is sometimes the details are not given due importance, and in any case it is intended to advance towards a global goal, or too much importance is given to a particular detail without seeing the importance of the whole. We also ask ourselves, is it possible to work on the precise details without an adequate follow-up of assumed commitments or even without an adequate management of the agenda?

At Norris & Elliott we have the methodologies that allow us to delve into relevant details in a very short time, and most importantly: we can share it with you.

“You can't improve anything that has not been controlled, You can't control anything that hasn't been measured, You can't measure anything that has not been defined, You can't define anything that has not been identified”