Question: Can you give a real-life example?

Answer: Sure. I wrote one to promote my book, A Manager's Guide to Newsletters: Communicating for Results. In that case, Q & A provided an insight into my motivations for writing book, and its evolution from a descriptive to a strategic approach. The material might have been handled conventionally, but Q & A gave it a ring of detachment with inherently more interest, I think. You can evaluate it for yourself, at: http://www.managersguide.com/unique.htm .

Question: Is there anything special about writing a Q & A?

Answer: I think a Q & A can take many forms, but generally I'd recommend that you use a conversational tone if possible. By doing that, you'll embrace conventional sense of a Q & A, which is a discussion between two people.

Question: Did you write this Q & A by yourself?

Answer: Yes.

Question: And who are you?

Answer:

Most companies measure business operations. From Marketing and Manufacturing to Sales and R&D, each has its own key indicators to report health of that part of organization. When combined, these measurements help CEO decide if company is moving in line with stated business strategy. These measurements vary depending on type of company and whether business is private or public. However, Global Marketing contends that many of these indicators are outdated and not real-time enough. Today's fiercely competitive and fast-paced market demands that CEO's and senior executive stay in front of their business. Understanding what your business is doing at any point in time is crucial to respond to opportunities as well as deal with deadly threats.

The monthly profit and loss statement is typically most anticipated and looked after report. The P&L statement is important, but recognize it is a lagging indicator. It is telling you results of decisions made long ago. As are many of other measurements senior management receives. If your firm is dealing with lagging indicators as primary tool for shaping business strategy, your customers will suffer and your competitors will love you. The 21st century business environment demands that companies forge new measurements, measurements that ‘lead' business decision making process. These leading indicators, coupled with a support system that makes them visible in a timely (real-time if firm can afford computing power) manner is essential.

Meaningful measurements allow a company to stay ahead of their competitors and better serve their customers. Global Marketing believes that "leading indicators" are most important. Depending on product and service, these leading indicators can track and trend a variety of worthwhile information. A few examples may include:

how many new customers are captured on a daily, weekly or monthly basis - is your business expanding? how much new literature is requested - gauge current level of interest in your product or service how many new leads are generated - is your marketing message effective & reaching right audience? how many ‘lost-customers' your business incurs over a given period of time - early signs of business decay how often do you lose to your competitor - tracks factual data on how your business strategy is working quoting activity - quoting volume and close rates predict future business levels time-to-market issues - timely new product introduction is a competitive advantage and re enforces brand image

Each enterprise should have its own set of measurements. Although lagging indicators verify past decisions, leading indicators allow you to stay ahead of your business, benefit your customer and beguile your competitors. Your stakeholders will be pleased too!

Frank Williams is a marketer. With many post graduate courses in management, leadership, marketing and technology to his credit, Williams is a widely respected speaker, author and technologist. He has significant knowledge in marketing strategies and is the founder and CEO of Global Marketing, Inc. - a leader in business, marketing and sales consulting