 Here and to our virtual space, welcome to you as well. I'm Tiffany, the Barser, and today we're going to talk about our favorite topic, which is metrics. Everyone loves data, right? Ooh, data. That's why you're here, because you love data. All right. Who here has heard the phrase, a goal without a plan is just a wish? Good. You're familiar with it. It's so, so true. We think of things that we want to do, whether it's personally or professionally or in our businesses, it's fun to think of goals. I want to do that one day. But if we don't write it down, it just stays in our head. It just stays in the ether. So we need to make a plan around our goals. So our goal for today, for this session, for this one hour, is I want you to identify the KPIs, the things that you're measuring in your businesses that you're already doing. Because chances are, you have a really good start on this list. The other goal is I want us to find some things that you can track or measure that you aren't currently doing. And that way, you can push your business forward. So that's our goal. We're going to find what you're doing well, and we're going to improve on that as well. So ask yourself, are you reactive or proactive in your business? I said, don't let the energy out of this game. Are you reactive or proactive in your business? If you're reactive, you're fighting fires constantly. That's where your energy is going. Things are occurring, and you're addressing them. If you're proactive, you're able to see further ahead. You're able to plan. You're able to make those goals and achieve them. So as we go through this presentation, I want you to think to yourself, man, am I reactive or am I proactive? Our goal is to be proactive. If we're constantly fighting fires, we can't think ahead. We're thinking ahead. So this session is all about metrics. It's the things that we are tracking to help push us forward. So what do we know about metrics? What do we mean when we say metrics? Data. Meaningful metrics. Meaningful data. Yeah, absolutely. This is exactly what we mean by metrics. It's information that we're getting from our environment and using it to help us make plans. Metrics. So why are metrics important? Well, they help us know if we're on track, if we're doing the data activities that get us from point A to point B. They help us benchmark. I know if we're in line with what the industry is doing, locally, regionally, nationally, they help your employees engage. When you have a goal and it's written down, your employees can see that and say, are we on track? It also gives them milestones and markers that they want to work towards. Chances are you are already tracking metrics. Common ones that we see are monthly sales goals. Guests, your first plan, your planning. God, campaign goals. If our inventory is going to work, these are all things that you're close to tracking, you know. And if you aren't, part of this presentation, hopefully you say, ah, come do that. We have to remember that metrics are not just about tracking dollars. In the end, it kind of links to that, because everything you do in your business affects your bottom line. But it's not just profit and loss. So these are some great examples of metrics that you can track. I would recommend that you take note of some of these. I will also share the deck afterwards. If you just drop your card in the Mindful Solutions box, write KPI on it. I will fill in the cell. So we're looking at things like reviews, we're looking at a number of referrals. If our media messages and comments are being responded to, answer. Data is amazing. It paints a picture for us, but it can also be really dangerous. It's easy to collect lots and lots of data, and then you don't have to worry about it. More is not always better when it comes to data. So too much can be done. Has anyone here covered, you said, I want to have to go with X, Y, Z. If you collect all the data, you put into an Excel spreadsheet, and then never look it again. Yeah. I have a whole computer full of spreadsheets that are just numbers. They don't mean anything. You don't do anything with it. So how can we get around this? It helps to have a team, your employees, your friends, or other people in the float community, to say, what do I need to be tracking? Where are you tracking? Make sure you're only measuring things that matter. If it does not affect your bottom line and improve your business, chances are you don't need to make sure you're very valuable with resources of energy and time. It's been a day of... I need to float. You're getting mindful solutions. Hey, don't you have any time to rest? I do appreciate this. I have actually not been in front of people since 2018. How can you say that? 2018, I went from teaching at a college, obviously, to working at home by myself. It's been a shift. So I appreciate it. Hit it up. All right, so we know what metrics are. We know that it's measurable data. We're going to narrow this down just a little bit. And we're going to start talking about KPIs. Has anyone here heard about KPIs? Do you know what KPIs are? A few. Yeah, KPIs are important. They are key performance indicators. These are the pieces of data that tell us if we are successful. And if we're going to be successful. They are specific. They are measurable. And they let us know if we're on track. So this whole session, we want to talk about how to build KPIs that you can actually use. The great thing about KPIs is you're looking at them screen-played. So it's not a yearly goal. And five and a half every success goal. These might be your daily goals, your weekly goals, your quarterly goals at NAPS. And so you're looking at them often. We can see, when we look at our goals, frequently, am I on track? Am I where I need to be? Am I better than where I need to be? Yes, or am I changing anything? Am I on track? Great, probably not going to change anything for me either. But if you are starting to get off from meeting your goals, taking that time initially and quickly, the short intervals, is going to help you redirect much more efficiently. So we talked about data. In fact, we don't want to have a ton of data out there. Not helpful. So how many KPIs should you have? And is this two to four? I'd say one to four for a major goal or business center. So you know exactly what you're looking at. You don't have 20 different things you're trying to measure. You might have three. Customer service might have three goals. I read this section recently, and it's really telling. So there is a group in Germany, and they surveyed small and medium-sized businesses of different industries. And they asked them, are you measuring KPIs or are you tracking these things? And half of the people said no. We have no plan for KPIs in our business. That same survey found that the people, 50%, were tracking KPIs, were twice as likely as the goals in the group that was not doing it. It's simply a matter of putting a goal down. So these KPIs have to be true. They're things that we can do. They're impactful, preferably tied to your team. We're looking at them daily, weekly, monthly. And they're motivated. We want to track things that are going to keep us pushing forward. So every business is different. Yes, we're all flips in our colors, but you're all in different industries. You're all different kinds of countries. Everyone should and does have different KPIs that you're going to be tracking. And that's perfectly fine. And your goals are going to be to keep you tracking as well. But all your KPIs can fit in four categories. So the first is their faction goal. These are the things that are going to show you clearly what you are doing well and what you need to make improvements on to help your business. So they're tied to a faction that you can do for staff. They can be measured. The beauty of data is it doesn't lie. It gives us a clear picture. So if we're looking at the data, we can calculate and interpret very clearly what is going on. We want quantifiable measurements. So what does that mean? That means instead of saying something like, we would love to bring more first time floaters in. That's a true statement, right? Everyone probably agrees with that. We'd love to bring in more first timeers. But if we want to make it more quantifiable, measurable, actionable, we'll say something like this. We know the KPI of we want to look eight new first-timers per month. That's easy to track, right? You know that financially it will help your business and it will help your client base if every month eight new first-timers come in, probably possibly producing a membership and we'll be able to keep track of things. So let's take August, for example. On day one, you tell your staff, our KPI has been set. We want our eight new first-timers. Well, the first week of the month, you might get a good idea of where you stand. You might have one or two first-timers looking. And that says, you know what? We might make our goal. If you're on week three in a month and only have one or two first-timers looking, you might say, my KPI is indicating that I'm not going to make this goal. What am I doing? What did I do for not do this month that I've done previously, that I need to really look at to make my goal? So it's just very simple. It's very clear information. Another example to say, our clients love us. We get really, really great feedback, which is good, but it's not measurable. It's not actionable. It's not trackable. So we may have a KPI around our customer's recline satisfaction. And we can look at results. So instead of saying, our clients love us, we might say, we looked at the data. Those surveys we sent out. And 88% of the customers did a visit again, which is up for last year. And 82% recommend us to others, which again is up for last year. So what does that tell us we need to do? Absolutely. We can look at last year, but we measured it. Look at this year and see if it's going to change. Maybe it was marketing. Maybe it was a new technology that you introduced. Maybe you got new staff. Maybe you got rid of someone who was not as pleasant and brought an amazing new staff member on. We can look and say, something changed and it helped us. What was it? And then keep doing that and keep doing more of it. We want to say KPI's are timely. That means we are looking at data in real time. It is very important to look at old data, how close we came from. That's our starting point. But we want to make sure that when we're creating KPI's, there are things that we can look at frequently and in real time. So we don't want to waste our time and energy. These are our most important resources, right? We make more money, we can't make more time, we can't make more energy. So we don't want to waste those resources on measuring things that are not going to help us regret our businesses. This is key. KPI's need to be balanced and they need to be strategic. So oops, right. And our business is about multiple segments. And when you think of metrics, you think of data, like we said. People tend to lean towards the financial side of things. Yes, I want to measure the money that comes in when it goes out. They're very important. So we cannot overlook operations, our customer base, the people in our companies, our external environment, and how we're continuing to improve. The workshop portion is going to start here in a second. So I want to go through this list. And what I want to do as a group, hopefully, is I want to start identifying in each segment what you're doing now and what you could start doing. And I really hope that everyone engages in this because of the chance that you're doing something now that could really benefit the person sitting next to you. And you know the ins and outs of the flow world. I'm on the business side. I don't know the ins and outs that you do. You live and breathe this. So we're going to go through this list and talk briefly about each of those KPI bucket segments. And then I want you to identify what you're doing now and what you can be doing going forward. So starting the financial, these are the basics. These are your revenues. And what money is coming in? Where is it coming from? What money is going out? How are my sales doing? That could be single flow sales. It could be membership sales. It could be inventory sales. They could be special event sales if you have. What expenses do you have? And your profit and loss. So I want to take a second. I want you to think through what you currently track and through what you are currently keeping tabs on the financial side that are already in your KPI list. So what are some of those things that you are tracking? Customers, new customers, repeat customers. Those are all fantastic. And I want you to say that again when you get to the customer bucket. Total revenue, revenue from memberships, revenue from single sessions, employee wages, expenses. Anyone currently tracking those and something else? Or does something else? Revenue per session. Revenue per session? We have had it. Right. I'm probably trying to see whether those work to memberships and what not. Revenue per session. Yes. Revenue per session. We track social media efficiency. I'm telling you. Yeah, social media efficiency. That would also fall a little bit later. So bring that up again too. After saying these, after sharing these, what are some KPI's that you were not currently tracking on the financial side that you'd like to start implementing? You could just one. Do you think maybe you're ready for motion and tracking on a large-scale incentive? Absolutely. And if anyone came from a foreign policy? Absolutely. And that also tells you, was it worth it? Was it worth being on that time and energy to make that? For sure. What else? So Elsa said, you know what? I'm going to track that now. The dollars that are similar to what we're doing. Yeah. I think that direction of life is that's been converting to something useful. That's correct. I don't think I need to craft a talk about tracking, but just talking about the way that it is. The time that I'm on social media is the time that I'm on social media. And the time that I'm on social media. And the time that I'm on social media. Java. And that will definitely come in the customer side of this too, right? The financial buyback is kind of like a umbrella. Everything essentially is a yes. Your financial buyback. Everything we do in business is going to be a new product. Answer the phone. Every single city is worth a factor of a time. And a factor of a time is a factor of a time. I don't know what it's called. It's a voice of customer work that you have. You don't know what it's like. What it's like. So you're going to be doing the same thing. Absolutely. And we're doing that by looking at the time we spend with them. What resources are we putting into our new customer, getting that customer, keeping that customer, and keeping them happy? Yeah, great point. Thank you. Lifetime value. Yes. Yeah, I can tell you. Absolutely. We tried to back into a revenue for employee hour. It was pretty pointy, but we decided to pay everybody way more and have one person at a time for ready to leave. Just an example. Great examples. For those of you who haven't been doing the things that have been mentioned, are any of them sticky? That's a cool idea. I hope that's the case. How about our external environment now? Our external environment is everything on the outside. Our company is viewed. It's the branding that we put out there. What are some things that you might consider? So if we're looking at our branding, our public awareness, our charities, how we're being seen, what are some things that you might consider? I mean, you want to track, like, any brand assets that you're experiencing. So we have some brand videos that we better get back and kind of explore those again. And we'll review any time you're trying to do some public awareness. How do you get into that? As a rhetorical question, that's somewhat quite. And you know if it's working because you ask, and you want to get the data, or who's coming in and how, do you ever ask, how do you find this? So you might see some of those. Yeah, because I was saying, part of our brand is our brand of assets, where we can be able to teach us and other influential people in the community, and getting better at tracking how many people are coming through their channels. Excellent. If you are not asking your clients who come in, especially the first time, how did you hear about us? How did you find us? What brought you here today? Please start doing that. Because you need to know where to focus your efforts. If you have 10 people come in and ask for 10 of them, well, how did you find us? And seven of them say, oh, I found you on social media. But you're spending all of your money on print ads. You know, you want to refocus what you're doing. So ask them, hey, what brought you here today? It'll paint a really great picture for you. All right, talking about our customers, our clients. You know, the clients are quite a business. You can do what you do to help people, right? Do what you do because you love your clients. So we're talking about clients who are looking at retention. So if someone comes in, do they keep coming back? They never come back. Or do they come in once or twice and they never see us again? Are we bringing in new clients? Membership sales, we had the first-time sales that came out, how is it, you know, just onesie-toosie kind of deals. So what are you currently tracking in regards to your clients? Sales, pipeline, you can track everything you do. All the new fillers, all the HR and community purchases that we're operating, they're coming back. I mean, hopefully, members of the United States have lost none of those. You have a great system for tracking your clients. That sounds like a lot of things to try on. Google Sheets, тво... I see your eyes. your eyes. That's it. You got your eyes on it. That's it. I see your eyes on it. This side of that is a task, isn't it? That's it. You got it? That's it. That's having a full start on the February just to kind of have a lesson of what they call the boards. And then you can slide up to each stage and have tags of, if we do follow-up calls, like all of our first up order follow-up calls, and then remind it, because we don't work pretty soft in the shop. So we follow up, and so we can track the tags upon the board of Asana, like first call, second call, that first mail, move all that data, and have a follow-up through a whole sales funnel. Have you done that from pay-bomb? No. Can you tell the difference from when you started without all of that tracking to now? Yes. Well, that would be great, I imagine, right? Yeah. Yeah, because you know what's going on with your clients. And we're improving that. This is something I'm actually working on for a lot of effort. Right. I was talking to someone else about something totally different. Talked about process improvement, so we're discussing. And they were saying, man, we want to grow. We want to grow. And I said, that's great. You need to stabilize before you can grow. And so a lot of these times, you just need to get a good system of place. You want to improve, you just have to identify what's going on that's good and bad, and solidify that. That's where you can grow. So yeah. Come on, you can't grow what you're not measuring. That's funny. Hey, that might come up later. Sorry, what's your name? Matt. Matt, I was trying to figure out what you're selling. Pretty much with some help from outside help. Yeah. That's great. So that's where we work with the fractional CFO. It's going to help me advance that. Yeah. And build even better projections up. And then you have to know what this like feels like. It's an obviated serum for all of us with this. Yeah. Crazy collection of zaps. Not fluggably. It's like, Z-A-I is strong. So much work. I'll tell you why. It has to do with that prams. And we make that support the CSB, whatever type of data there is. It's not automatically formatted to each individual or social media platform. But if anybody out there is using the helm, I will just use a script that will automatically take your customer list and make it so that you can upload into Facebook ads and Google. And once you guys start doing that and you can start remarketing, targeting people, creating look-like audiences, such a danger here, you'll see things so different. But yeah, I'll go out there and reflect much on my moment. But I wanted to mention something about the external environment, which I think is really exciting. It's sort of huge. Huge. This is one of the most important things. And as a small business owner, what you should, what I think you ought to be telling people. This is how I say it. It's going to sound ingenuous, but I'm going to tell you. I'm going to say it. What you did is I love it. And if you'd like to help us reach others just like you, offer us a review of Facebook and Google is one of the best things that you can do. A lot of people are scared. They're like, it's not genuine. It's not genuine. I don't feel that way. Part of the five core principles that we use in that is asking for reviews, get your management team reading the reviews, start interacting and responding to reviews. The review system is what establishes trust with business. And when people see those reviews, they're just like, I have to do this. It's not just a small box. It's not a thing that's going to terrify me and end the screen to the end of days. And I think for me, it's going to be ingenious. I mean, you know, having to review both Facebook and Google, and I just think those, well, kind of help is big in your region or trip advisors. I'm still learning how to figure out how to get people on there, but maybe my region will push that kind of stuff. That's a great point. Yeah. Thank you very much. So we're looking at people. This is our employees. These are the people in our company. And you, as well, you're also part of this base. So we're looking at retention. How much time are you spending on training? Bringing people in is very important. You don't train them homily. They're not doing the information they need. They're not telling your clients what they need to know. And they're not going to be supported. So there's a lot of keep track of people around people. Continuous improvement. What are you doing in your float centers? What are you doing with the technology that you're using? Or, you know, I know that things trend. I think they get on and off and fall off. But are you always looking at what's going on in your industry and trying to continuously improve? We don't want to stagnate. And then with operations, we're looking at technology. We are always looking at how things are going to add up. You know, all the tools that are out there, you mentioned the sauna. Are you like, there's registration systems. There's technologies across each area. So are your processes and the technology that you're using a hindrance? Or are they hoping? We really want the big takeaway is data is fantastic. We need to be collecting it. We have to be searching what you're collecting because we don't want to waste your time and energy. If you have KPIs and you said, I don't really want to track this. You're not supporting. It's not. I'm not doing that. It is. When you look at something, drop it. They're not set in stone. I really want to look at these different things. And then I'm going to go to the next question. Find something else to put in their plate. I'll send you these slides. Do you have any questions? I have to be honest. There you go. If you want to ensure that the tasks that you set before you are being accomplished, you can write them down. If you want the slide that you can leave them here. I'll leave them here. Yeah, that'll work. So that's, I'll back up at this time.