It's a travesty!

You too can increase profits without necessarily increasing sales!

How?

The “Profits Leak Detective Newsletter” offers regular tips and strategies to help you identify and plug those leaking profits.

You may never have known you have them.

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BONUS free report “7 Clues to a Profit Leak”, valued at $47.

How do you know that you should be looking for leaks?

Are there some clues or symptoms that are telltales saying that a

bit of drilling down into your business might pay some dividends?

Possible leaks could be anywhere.

This report provides 7 clues that should put you on alert for a profit leak.

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"Adam, over the past six years, I've had the pleasure of 'bumping into you' on at least three business and marketing related forums. Your contributionsto discussions have always been courteous, astute, incisive and practical,delivered with good humour, and based upon 'real-world' business experience. You are clearly an experienced business professional who actually knows what he is talking about. I wonder if your clients know what a gem they have in you? As one business professional to another, I salute you.

Good Wishes,
John Williamson - The Wealth Coach
www.thewealthcoach.com
www.retaildisplaysecrets.com

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I just LOVED "7 Clues to a Profits Leak".

Steven Walker - Profit Improvement Advisors
Calgary, Canada

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Thanks for the catch-up the other day. It's great to be working with a legend in the small business community.

AJ Kulatunga, BLKMGK ICT

Darwin, Australia

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The 7 Clues is a great.

What I like the most in the Seven Clues report is that it clearly explains that accounting is merely a subset of proper financial management and

that only the business owner can practise financial management. The accountant does the accounting, and in doing so supports the business owner's financial management. And the business owner uses the accountant's information, but relying on the accountant to do full-blown financial management is short-sighted.

The report nicely "grounds" an otherwise complex topic which many business owners are afraid of touching, so they often move ahead in blissful ignorance. The water hose and the soggy soil under the leak makes an excellent and easy-to-comprehend example, upon which the financial management concept is nicely built.

Tom "Bald Dog" Varjan, Organisational ProvocateurDynamic Innovations Squad
Professional Services Practice Development - Dynamic Innovations Squad
Personal and Firm-Wide Performance Improvement for Management Consulting Firms
Practice Development Services for Management Consulting Firms

Vancouver, BC Canada

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You have played a very important role in my development in business.

You were there with the right information at the right time, I thank you for that.
By adding the next level of systems, and marketing knowledge that you brought to the table we able to identify our objectives, acknowledge the gaps in our business and put in place the planning so as to achieve those objectives. Within 5 years we achieved 9 of our ten stated objectives. In that same year we won the NT Telstra Small business of the year"

Greg Haigh
Director - Trade Group
Regional And Northern maintenance services
RANms

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Recent newsletters include:

How big is your profit gap?
How discounting destroyed value
Benchmarking for best practice
From all customers to some customers
How to take the guesswork out of growth
Should your USP be based on logic or emotion?
How to triple your quotation success rate
How to dramatically improve your quotations
How to make more effective decisions?
How to develop your USP
Do you want to make better planning choices?
Are youmaking these mistakes in planning?
How to use SWOT properly
Does your sales conversation balance the scales of justice?
The perils of profitless cash flow!
So what is more important, cash flow or profit?
Are you getting value from your pricing?
Do you report to yourself monthly?
Follow the money trail!
Performance also counts!
Get more bang for your buck!
Without measurement there can be no improvement!
Where would your business be without customers?
Using your monthly report to improve your profits
Just who is your customer?
And what do you know about your customer?
How branding can increase your profits!
Can branding make you more money?
How to balance the value equation
Tilting the balance in your favour
How to pin the tail on the donkey
Are you groping in the dark with your real cost of labour
Mastering core marketing principles
Building a 5P marketing plan
Profit leaking processes
Should you be trying to increase or decrease cash flow
At times it is folly to hasten
5 steps to create your future
What will be the X-Factor in 2009
Lies, damn lies & statistics
How to use a squad profit leak detectives
Confidence leads to action
Increase sales - so easy to say
So you want to know how to increase sales
Is selling a necessary evil?

It's a travesty!

The data are surely wrong

Now I don't want to get into a debate about climate change but I do want to look at a little business lesson from the somewhat infamous leaked emails from the UK's Hadley Climate Research Unit that were splashed around the media and blogsphere last week.

In one email, Kevin Trenberth, a climatologist at the US Centre for Atmospheric Research, who supports the theory of man-made climate change, says: "The fact is that we can't account for the lack of warming at the moment, and it is a travesty that we can't."

Dr Trenberth says data published last August "shows there should be even more warming . . . the data are surely wrong." In effect he allowed his beliefs to affect his judgement of the data, rather than the other way around.

The lesson we can take from this relates to the use of data in business to make business decisions. Put simply, better information leads to better decisions.

Dr. Bob Smith in his book "Blind Spots - How to End Everyday Business Mistakes" shows that the more deliberate the thinking, and the wider the range of information we use and process then the decisions we make as a result are good decisions 85-90% of the time. The likelihood of a good decision being made when making the decision in the moment or under stress, i.e. without consideration and information, drops to 25-50%.

In other words having good data and considering all the issues before making a decision is more likely to lead to a good decision.

When it is your money at risk this could be important.

Professor Fred Hilmer, former Dean of the Australian Graduate School of Management also had something useful to say about having good information to make decisions. "If textbooks underestimated the time pressures faced by chief executives, they completely understated the problem of incomplete and misleading information. Accounts may be soporific but poor accounting makes it extremely difficult to make good decisions."

You must have the facts before you can solve a problem or make an informed decision, and in business you are asked to make decisions all the time.

Unless of course you are in government and not in small business. As John Maynard Keynes observed "There is nothing a government hates more than to be well informed; for it makes the process of arriving at decisions more complicated and difficult."

There is of course a further facet to this. Bad decisions are not always made because people don't have all the facts. Bad decisions are sometimes made because people ignore the facts, do not understand the facts, or do not give the facts enough importance.

So where does that leave decisions made by people who understand the facts, but ignore them because they don't suit their views. In business you can't afford to do that.

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