International Door & Operator Industry

JUL-AUG 2013

Garage door industry magazine for garage door dealers, garage door manufacturers, garage door distributors, garage door installers, loading docks, garage door operators and openers, gates, and tools for the door industry.

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Page 46 of 119

MaNageMEnt Remember, It Is A Business As stated in a previous three (3)-part article, successfully managing a garage door dealership requires three areas of competence, specifcally operational, fnancial and managerial. Many begin as garage door dealership owners with an operational understanding of the business, such as how to hang a garage door and how to replace a broken spring. With experience and sales growth, owners learn how to hire and train feld personnel to install and service garage doors and operators. Likewise, the art of selling and creating satisfed customers is learned. Again, with growth, owners successfully hire and train sales persons, perpetuating the owner's selling style. The most successful dealership owners master fnancial management. These managers understand the fundamentals of fnancial management. They receive and study monthly income statements and balance sheets and make necessary corrections during the year to achieve their goals. Dealership yearend results are not a surprise, but merely confrm what the owner knows to be true of his sales, gross margin, expenses and the bottom line. However, even the best owner/managers, once the business becomes successful, make bad decisions, decisions that diminish fnancial results, kill corporate morale, and often hinder future fnancial goals. 44 44 International Door & Operator Industry™ by John Zoller & David Bowen, Zoller Consulting, Inc. Maintaining Employment for Non-Productive or Disruptive Family Members or Close Friends – Many business owners, with a majority position, form the business with friends or family members. When the frm grows, sometimes these business "partners" do not choose to assume more responsibilities within the business or simply do not have the ability or desire to personally grow with the business. However, in spite of this, neither the employee nor the owner has the courage to recognize the problem. Often, in frustration, the employee, be he or she family or friend, becomes disruptive. To other employees, this owner's family or friend is viewed as incompetent. Why doesn't the owner see the problem and terminate this employee? Simply because, to the owner, it appears that the anticipated potential fallout associated with terminating a family member or friend seems to outweigh the damage the employee is doing to the dealership. However, corporate morale always suffers when an obviously incompetent employee is kept on beyond his or her value to the frm. Time and time again, when owners fnally terminate the non-productive employee, the remaining employees wonder aloud, "What took you so long to make an obvious decision?" Continued on page 46

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