Monday, December 27, 2010

How to Set Goals for New Employees

By Lou Dubois |  @lou_dubois   | Dec 20, 2010 - http://ow.ly/3uMcu


Effectively setting goals for new hires—both short and long-term—can be the difference between a successful and happy new hire or someone likely to leave the company quickly. Here’s how to do it right.

As companies attain quick success, they also face the struggle of hiring new employees, bringing them up to speed on company policy, and setting realistic goals for the new contributors. Defining goals starts before the new hire is even in the building with the human resources manager collaborating with the manager of the new employee, but it extends further than that and is a process that needs to evolve continuously.

“To me, there is no such thing as setting goals too early in the hiring process,” notes Ron Thomas, human resources strategy consultant and blogger at StrategyFocusedHRwho developed a highly successful talent management strategy while at Martha Stewart Living and IBM. “It should be done almost as soon as you identify the need for a new hire and defined by anyone that will be working with the new employee. From there, the goals should evolve accordingly with the candidates and once the new person is brought in.”

According to Marnie E. Green, principal consultant of the Arizona-based Management Education Group, Inc.and author of Painless Performance Evaluations: A Practical Approach to Managing Day to Day Employee Performance, there are essentially four types of goals that you as the employer can set with new employees.
1.    Essence of the Job Goals: goals that clearly define tasks that will be required to complete the job. These goals should be very personalized to the individual position and employee.
2.    Project Goals: activities that the employee should pursue with a clearly defined beginning and end.
3.    Professional Development Goals: what the employee will learn in the next six months and a year that will help their professional growth. It’s important to think beyond skill improvement classes and consider goals that develop not only the employee, but help your organization as a whole.
4.    Performance Goals: very basic, but what time the employee should show up, what they should wear, etc. Many employees won’t need these goals specifically outlined, but it is good to document them in a clear and measurable way.
But how do you ensure that the goals you are setting are aligned both with the company’s objectives for the new role and the new employee themselves? In this guide, we will explore why setting short- and long-term goals early on is so important, how to clearly define expectations for the new employee and then how to monitor and track progress.
How to Set Goals for New Employees: Why Set Short- and Long-Term Goals
Managing goals effectively has long been a mantra of salespeople, account executives, and other employees whose main responsibilities are focused primarily outside the organization. But in terms of goal-setting and expectation management, that responsibility falls on human resources managers as well. From the beginning, the human resources manager is essentially bringing new employees' expectations in line with the organization's expectations. Accurately aligning these sets of goals helps employees to become productive more quickly and ensures that they enjoy greater job satisfaction throughout their tenures.
“In terms of defining goals, we set six-month and year-long goals for every employee and for our organization as a whole,” says Pat Schoof, vice president of human resources for SunRun, a San Francisco-based home solar energy provider that had a big staff increase in one year.  The staff grew from 30 to 88 employees in 2010, with more scheduled to start before 2010. “Those can obviously change as business progresses during the course of the year, but particularly when you’re bringing on a new hire, it’s something we take very seriously.”
So how do you set those short- and long-term goals and then actually follow through on them? It starts before the hire is even made, but day one is the best opportunity you’ll have as the employer to define both short- and long-term goals, be it professional (projects) or personal (familiarity with the company culture and structure).
"It's a great idea to give them a project early on so they really feel like they're contributing," Thomas says. "It doesn't have to be the most in-depth work, but it will be good to get their feet wet and they won't feel like they're simply getting oriented. From there, start thinking about the bigger project at hand, which should have been something you addressed with the candidate before you even made the hire."
How to Set Goals for New Employees: Defining Expectations for New Employees
It obviously differs by organization, but it takes specificity, clear communication and collaboration from the HR representative, the new hire and their immediate boss when you are outlining what your expectations for the new hire should include.
Here are a few tips, according to George Bradt, the managing director ofPrimeGenesis, a Connecticut-based executive onboarding and transition acceleration group he founded in 2002.
1.    “Assign clear, specific, realistic, and useful goals.” The more specific the goals are, the easier they are to measure. Telling an employee to “just do your best” doesn’t clearly state anything.
2.    “Be a positive performance role model.” One of the most effective ways to get employees to embrace your goal-setting program is for you, the manager, to set and achieve challenging goals for yourself as well. Your positive expectations often set the stage for better performance and create a positive association between you, the performer, and his or her success.
3.    “Be supportive and express confidence in your workers' ability to achieve goals.”Allowing your new employee to take personal responsibility for developing strategies and an action plan to reach goals means that the manager understands the employee’s value. As a boss, be sure to provide specific feedback and develop a positive impression of yourself in new employee’s eyes, providing them timely and detailed feedback about reaching the goals.
How to Set Goals for New Employees: Tracking and Monitoring Goals
Once you’ve effectively set the goals for your new hire, you need to find a way to track their progress. As a manager, it is vital that you adapt and adjust goals as necessary when business warrants it or when new information becomes available. Schoof and SunRun’s process of re-assessing goals at six months and one year is a great example, but you should be actively tracking progress on an even more regular basis as a manager. It’s a great idea to be flexible with regard to goals, but don’t change them too often unless you really are certain that those alterations will help the goals of the larger business. Altering goals too frequently can mean that you’ve lost track of the big picture.
“One of the most effective ways that we’ve been able to track goals is literally to sit down with employees and have an honest discussion,” Schoof adds. “Failing to follow up shows the employee that you might not care as much about their success as you did when they originally started.”


Tuesday, December 21, 2010

How to Set Goals for New Employees-"Onboarding"

By Lou Dubois |  @lou_dubois   | Dec 20, 2010  http://ow.ly/3sDUY
Effectively setting goals for new hires—both short and long-term—can be the difference between a successful and happy new hire or someone likely to leave the company quickly. Here’s how to do it right.

As companies attain quick success, they also face the struggle of hiring new employees, bringing them up to speed on company policy, and setting realistic goals for the new contributors. Defining goals starts before the new hire is even in the building with the human resources manager collaborating with the manager of the new employee, but it extends further than that and is a process that needs to evolve continuously.

“To me, there is no such thing as setting goals too early in the hiring process,” notes Ron Thomas, human resources strategy consultant and blogger at StrategyFocusedHRwho developed a highly successful talent management strategy while at Martha Stewart Living and IBM. “It should be done almost as soon as you identify the need for a new hire and defined by anyone that will be working with the new employee. From there, the goals should evolve accordingly with the candidates and once the new person is brought in.”

According to Marnie E. Green, principal consultant of the Arizona-based Management Education Group, Inc.and author of Painless Performance Evaluations: A Practical Approach to Managing Day to Day Employee Performance, there are essentially four types of goals that you as the employer can set with new employees.
1.    Essence of the Job Goals: goals that clearly define tasks that will be required to complete the job. These goals should be very personalized to the individual position and employee.
2.    Project Goals: activities that the employee should pursue with a clearly defined beginning and end.
3.    Professional Development Goals: what the employee will learn in the next six months and a year that will help their professional growth. It’s important to think beyond skill improvement classes and consider goals that develop not only the employee, but help your organization as a whole.
4.    Performance Goals: very basic, but what time the employee should show up, what they should wear, etc. Many employees won’t need these goals specifically outlined, but it is good to document them in a clear and measurable way.
But how do you ensure that the goals you are setting are aligned both with the company’s objectives for the new role and the new employee themselves? In this guide, we will explore why setting short- and long-term goals early on is so important, how to clearly define expectations for the new employee and then how to monitor and track progress.

How to Set Goals for New Employees: Why Set Short- and Long-Term Goals
Managing goals effectively has long been a mantra of salespeople, account executives, and other employees whose main responsibilities are focused primarily outside the organization. But in terms of goal-setting and expectation management, that responsibility falls on human resources managers as well. From the beginning, the human resources manager is essentially bringing new employees' expectations in line with the organization's expectations. Accurately aligning these sets of goals helps employees to become productive more quickly and ensures that they enjoy greater job satisfaction throughout their tenures.
“In terms of defining goals, we set six-month and year-long goals for every employee and for our organization as a whole,” says Pat Schoof, vice president of human resources for SunRun, a San Francisco-based home solar energy provider that had a big staff increase in one year.  The staff grew from 30 to 88 employees in 2010, with more scheduled to start before 2010. “Those can obviously change as business progresses during the course of the year, but particularly when you’re bringing on a new hire, it’s something we take very seriously.”
So how do you set those short- and long-term goals and then actually follow through on them? It starts before the hire is even made, but day one is the best opportunity you’ll have as the employer to define both short- and long-term goals, be it professional (projects) or personal (familiarity with the company culture and structure).
"It's a great idea to give them a project early on so they really feel like they're contributing," Thomas says. "It doesn't have to be the most in-depth work, but it will be good to get their feet wet and they won't feel like they're simply getting oriented. From there, start thinking about the bigger project at hand, which should have been something you addressed with the candidate before you even made the hire."
How to Set Goals for New Employees: Defining Expectations for New Employees
It obviously differs by organization, but it takes specificity, clear communication and collaboration from the HR representative, the new hire and their immediate boss when you are outlining what your expectations for the new hire should include.
Here are a few tips, according to George Bradt, the managing director ofPrimeGenesis, a Connecticut-based executive onboarding and transition acceleration group he founded in 2002.
1.    “Assign clear, specific, realistic, and useful goals.” The more specific the goals are, the easier they are to measure. Telling an employee to “just do your best” doesn’t clearly state anything.
2.    “Be a positive performance role model.” One of the most effective ways to get employees to embrace your goal-setting program is for you, the manager, to set and achieve challenging goals for yourself as well. Your positive expectations often set the stage for better performance and create a positive association between you, the performer, and his or her success.
3.    “Be supportive and express confidence in your workers' ability to achieve goals.”Allowing your new employee to take personal responsibility for developing strategies and an action plan to reach goals means that the manager understands the employee’s value. As a boss, be sure to provide specific feedback and develop a positive impression of yourself in new employee’s eyes, providing them timely and detailed feedback about reaching the goals.

How to Set Goals for New Employees: Tracking and Monitoring Goals
Once you’ve effectively set the goals for your new hire, you need to find a way to track their progress. As a manager, it is vital that you adapt and adjust goals as necessary when business warrants it or when new information becomes available. Schoof and SunRun’s process of re-assessing goals at six months and one year is a great example, but you should be actively tracking progress on an even more regular basis as a manager. It’s a great idea to be flexible with regard to goals, but don’t change them too often unless you really are certain that those alterations will help the goals of the larger business. Altering goals too frequently can mean that you’ve lost track of the big picture.
“One of the most effective ways that we’ve been able to track goals is literally to sit down with employees and have an honest discussion,” Schoof adds. “Failing to follow up shows the employee that you might not care as much about their success as you did when they originally started.”

Kevin Brown www.kbsinsight.blogspot.com 

Customer Apathy!


Who Is Your Biggest Competitor?

Sunday, December 19 2010 Paul McCord - http://ow.ly/3sBmK
If you were asked to name your biggest competitor, whom would you name?  A specific company?  Maybe a specific salesperson?  Possibly, you view your biggest competitor as a product instead of a company or salesperson?

Competition is all around.  It may seem that competitors lurk around every corner.  Moreover, the bigger the competitor, the more fear it engenders.  For some salespeople simply hearing the name of a big company that competes in the same industry strikes fear in their heart.  For others, hearing that they are competing for a sale with a particular salesperson my cause them to determine they’ve already lost the deal.
Yet, that major company or even that big name salesperson that always seems to beat you out isn’t your primary competitor.  Certainly, they may be formidable.
Still, they really aren’t your biggest competitor.  Your primary competitor is far more difficult to outsell.  You run across your biggest competitor far more often than you run across that Big Name Company or top salesperson.  If fact, you compete against your biggest competitor every time you meet a prospect.  And more than likely, you lose far more sales to this competitor than you do to all other competitors combined.
Who is this omnipresent competitor?  It’s your prospect’s decision to do nothing because of either apathy or indecision. 
More sales are lost to the decision to do nothing than all other sales combined.  Indeed, this ultimate competitor doesn’t just compete on discretionary purchases.  It is an active participant even in purchases where you believe the prospect must do something.  That option of doing nothing is an available option—even if making that decision costs the prospect time and/or money. 
Moving your prospect to make a decision, even if that decision is to go with another salesperson’s product or service, is your central problem.  Of course, you want your prospect to make a decision in your favor.  Unless you eliminate the twin demons of apathy and indecision, which are at the heart of the decision to do nothing, you cannot make the sale you want.
The earlier in the sales process you can determine if your prospect is poised to make a no-decision decision, the more frustration you can save yourself--and possibly convert the no-decision into a decision.
What are the signs of apathy and indecision? 
Apathy is the most easily identified.  If your prospect is fidgeting, constantly checking his or her watch, doesn’t ask questions, is trying to multi-task while you’re speaking, or is obviously bored or distracted, you’re dealing with a prospect who is either distracted by other business or is apathetic. 
If the prospect is preoccupied because of other pressing issues, reschedule the appointment.  You’ll get nowhere at this time.  Allow your prospect the courtesy of taking care of their immediate business and rearrange your meeting.
On the other hand, apathy demands a wake-up call.  If you can’t get the prospect interested, you may as well move on.
Try engaging the prospect by asking pointed questions about their needs or issues.  Alternatively, if you know a bit about their situation, ask what the consequences of doing nothing will be.  Or, using a more direct approach of pointing out the consequences of doing nothing will be more effective.  You can’t lose what you don’t have, and confronting the issue head on will either move the prospect to engage you or prove that the prospect either doesn’t care or have an interest in resolving the issue at this point. 
Either way, you win.  You either bring the prospect into the process and gain their attention, or you move on to another prospect where your time is better spent.
Indecision is more difficult to deal with. 
A prospect that cannot make a decision is not only frustrating you, but they are frustrating themselves also.  Worse still, while apathy is relatively easy to spot early in the sales process, indecision tends to become evident toward the end of the process, after you and your prospect already have a significant amount of time and energy invested in the process.
Indecisive prospects must be lead to a decision—either to make a positive decision in your favor or to decide to do nothing.  Anything is better than someone who sits on the fence and cannot make a decision.
You have several tactics you can employ with an indecisive prospect:
Consequences of no action:  Review with the prospect what the consequences of taking no action or deciding not to purchase will cost in terms of time, money, energy, or prestige.  Depending upon the product or service you are selling, the loss of any one or a combination of the above may be the natural outcome of not purchasing.  By reviewing the negative consequences, you may move the prospect to make a decision.
The assumptive close:  Simply make the decision for the prospect and begin completing the necessary paperwork, forcing the prospect to accept to your decision to complete the sale or to stop you.  Either way, a decision has been made.  If the prospect stops you, you’ll have to dig to find out why, and then address any objections.
There must be something bothering you:  Is the indecision really masking an objection?  If you use the assumptive close, you may uncover an objection.  If you choose not to assume the close, you must still determine if the indecision is really an inability to make a decision or if it is covering a deeper concern.  Asking your prospect if there are concerns he or she has about the product or the sale is a legitimate question.  Flushing out objections masked as indecision can get your sale back on track.
Demand a yes or no:  Since you have nothing to lose, simply demanding a yes or no costs you nothing and forces your prospect to make a decision.  There is nothing wrong with asking a client for a definitive decision if you are convinced that the prospect is simply incapable of coming to a decision.  As with the apathetic prospect, at least you know your time can be better spent with another prospect.
No one wants to lose a sale.  Still, you cannot afford to invest time and energy with a prospect that simply has no interest or who is incapable of making a decision.  Since making a decision to do nothing is your biggest competitor, and the two major culprits of a decision to do nothing are apathy and the inability to make a decision, you must be prepared to deal them.  If you learn to recognize apathy and to handle indecision, you’ll not only save a great deal of time and frustration, your sales will increase as well.
Kevin Brown www.kbsinsight.blogspot.com 

Monday, December 20, 2010

How to Write Headlines – 7 Tips for Writing Effective Marketing Headlines

How to Write Headlines – 7 Tips for Writing Effective Marketing Headlines ~The Sales Association Group News | LinkedIn http://ow.ly/3s5E4

Learning how to write headlines is crucial for marketing success. Whether you’re writing a headline for your brochure, a title for your white paper or a subject line for your e-mail marketing campaign, you need those first words your prospect reads to be catchy and intriguing.



These seven strategies will get you thinking about the creative headline options you can use next time you need an attention-grabbing headline. The examples (for a dog food called Healthy Paws) following each tip will help you understand exactly how to apply each strategy to your writing.
1. Appeal to your prospect’s emotions. A little tug on the heartstrings is sure to get your potential customer’s attention. Example: Is your dog’s food harming his health?
2. Tailor your message to specific customer segments. Every customer wants to be unique. By appealing to each customer group’s interests and affinities, you’ll connect on a deeper level. Example (targeted to fitness-buff women): You care about your health – what about hers?
3. Be the teacher. People are always on the lookout for useful, relevant information. Offer to provide the information they’re searching for. Example: Seven ways to help your dog live longer.
4. Ask a question. Open up a conversation with the reader by asking them a question they’ll want the answer to. Example: Why does Healthy Paws have dog tails wagging?
5. Make an offer they can’t refuse. When you have a great offer to deliver, don’t beat around the bush. Tell them upfront what the offer is with a direct, to-the-point message. Example: Get your free sample of Healthy Paws – today!
6. Share the news. Prospects are drawn to things that are fresh and new. If you have a new product, or if there is recent news relating to your product, try incorporating it into your headline. Example: New study shows Healthy Paws dogs live longer.
7. Make it personal. People love to hear about what you can do for them. Include the word “you” or “yourself” in the headline to make sure they get this message. Example: Help your dog live longer – here’s how.
Kevin Brown www.kbsinsight.blogspot.com 

Leadership Traits that Stress Your Employees


By Jared Brox · December 13th, 2010 http://ow.ly/3s4Zk 
There is no such thing as a perfect leader. No matter how experienced you are, there is always something you can learn about your leadership style that will help strengthen the working relationship between you and your employees. So, even if you have a healthy rapport with your team, don’t forget to step back from time-to-time to ensure you haven’t unknowingly developed any the following bad habits.
Big ideas, little follow-through
As a leader, you’re not only responsible for coming up with your company’s next big idea; you also have to build excitement for it among your employees. And, if you have a strong, motivated team, that shouldn’t be difficult. However, once you’ve built a consensus and everyone starts working toward making your ideas a reality, you have to be prepared to follow through to completion. It can be frustrating for employees to put in some serious elbow grease only to see a project fizzle out or never get implemented. Your team deserves to see the fruits of their labor and to have the opportunity to bask in the glory of a job well done.

Down-to-the-wire decision making
In contrary to the old saying, “deadlines are made to be broken,” highly motivated employees go to great lengths to ensure their work is delivered on time, every time. That’s why last minute decisions and changes in direction can really cause them a great deal of stress. Of course it happens from time-to-time, but as a leader it’s important to strive to iron out all the details and button up the loose ends as soon as possible on the projects your team is working on. Even if you know they can handle it, down-to-the-wire decision making often makes hard work that much more difficult.
Just along for the ride
Leaders should be ready to roll up their sleeves and dig in. Sure, on many projects you’re just there to provide your employees with some general guidance, but don’t underestimate the value of jumping in the trenches to show your team that you’re not afraid to get your hands dirty. It not only builds a stronger relationship with your employees, it will also affirm their confidence that you fully understand the scope of the project.
Communication lost
Not everything goes without saying, so it’s always a good idea to double check for understanding. If you’ve taken the time to build a strong, competent team, nine times out of ten, it won’t be necessary. But remember, it’s easy to get too comfortable with a high-performing team that needs little supervision, so don’t forget to maintain consistent communication. Nothing is more frustrating than having to start a project over from scratch because of mistakes that could have easily been avoided had you taken the time to be certain everyone is on the same page.
Most great leaders will tell you they are only as good as the people they lead. And, while that’s probably an accurate statement, it’s important to be sure you are doing all you can to create a working relationship that allows your employees to be their best.

Kevin Brown www.kbsinsight.blogspot.com 

Sunday, December 19, 2010

Soooo True

Pinot Noir is like a tempestuos mistress that will leave you with a broken heart and an empty wallet' 

Thursday, December 16, 2010

6 Ways to Measure Your Audience Using Analytics Tools


Dec 15, 2010 -
http://ow.ly/3qmlz - AMEX Open Forums
If you run a small business, chances are you have a website. Are you using online analytics tools to measure the traffic to your website, track online conversions, and measure ROI on marketing campaigns? If not, you are missing a great opportunity to learn about your customers. There are a whole host of (mostly) free online analytics tools that are easy to install and provide valuable insights into how effective your website design is in attracting and converting visitors, not to mention how effective your online marketing efforts are in generating leads.

As a blogger running several different websites, I’ve used a variety of analytics software over the years. Currently I deploy three different types of analytics on each of my sites to measure different variables, so I like to think that I have a good grasp on the pros and cons of each of the most popular analytics tools. Here are my favorite online analytics tools:

Google Analytics
Google Analytics is the online analytics tool that most website owners are familiar with, and for good reason: it’s free, easy to install, compatible with all your other Googlage (AdWords, AdSense, etc), and it’s extremely robust. With Google Analytics you can easily measure all the basic stuff: visitors, pageviews, uniques -- and you can drill down to a really focused level of detail on every individual page of your website, learning about readers’ geographic location, browser, bounce rate, time spent on page, and more. You can analyze the design of your landing page (in terms of where visitors click), visualize your funnel (where visitors decide to leave your site), and even set goals (clicks, traffic, sales) which you can track from Analytics.

I’ve used Google Analytics for years and find it to be an extremely useful tool in analyzing and improving my website’s design. The only downside to Google Analytics is that it doesn’t measure real-time traffic, so you have to wait 24-48 hours to get accurate data on a given day’s traffic activity. This can be rather frustrating if you publish in real-time and would like to analyze data immediately in order to make real-time tweaks and changes. 

For real-time analysis, I use Sitemeter and Chartbeat.

Sitemeter
Sitemeter has been around forever (at least as long as I’ve been blogging), and I’ve used it since day one. It is not nearly as fancy or robust as Google Analytics (i.e. there is no funnel visualization or goal tracking), but it is simple, easy, free - and most importantly gives you minute-by-minute traffic numbers. The addictiveness of real-time analytics is the main reason I still useSitemeter alongside my Google Analytics account; I find it necessary to be able to gauge the visitors on my website in a given hour and see how they are responding to what I’ve just published (and tweak if necessary). So if you’re the impatient type and real-time analytics is important to you, I highly recommend Sitemeter.

Chartbeat
Chartbeat is a fairly new and very sexy real-time analytics service that enables website owners to view exactly how many people are visiting a site at a given moment, along with where they are coming from and what pages they are looking at. Chartbeat even features heatmaps that let you see how users scroll and interact with individual pages. I signed up with the service last year and love the intuitive, innovative visual layout that makes the data a lot easier to digest than traditional analytics.

Chartbeat also has some fun bonus features, like tracking twitter conversations and social media, measuring how long your pages take to load for each visitor, and alerting you by SMS or email if your site goes down. Chartbeat starts at $10/month, but it’s well worth the cost.

Quantcast
Quantcast is an audience analysis tool that is trying to forge an interesting bridge between old-school media’s sample-survey measuring tools (such as Comscore and Nielsen Rating) and new media javascript analytics measuring tools like Google Analytics and Chartbeat.  
Unfortunately, from my experience, they don’t seem to have hit the sweet spot yet in terms of merging the best of both types of analysis. 

Despite using javascript to measure visitors and pageviews in much the same way as Google Analytics, Quantcast does not provide accurate day-to-day measurement. A representative I spoke with at Quantcast told me that they don’t count traffic coming from search or other websites (referral links) as actual traffic, which is a little baffling. I’m not sure why any web publisher would not want to measure and analyze search and referral traffic, so this seems like a missed opportunity. This approach also means Quantcast delivers confusing information to potential clients, which is something most publishers work hard to avoid.

Compete & Alexa
Compete and Alexa are not really analytics tools in the traditional sense, but they are worth a mention here, simply because they can be useful in seeing how you stack up (relatively) against your competitors. Compete -- similar to Comscore and Nielsen -- runs sample surveys with small groups of people to ask them whether or not they’ve visited your website. The percentages of respondents who said ‘yes’ are then extrapolated to the population at large, and ‘traffic numbers’ are estimated for your site based on this data. Because this is survey data (of small numbers of people) and it relies heavily on respondents memories and how well-known your website is, it really doesn’t give an accurate picture of how many people are actually reading your site in a given day or month. It does, however, give you a pretty good idea of your website’s brand awareness and how it stacks up against other similar sites. If these websites are showing far less traffic for you than you know you actually have (using Google Analytics or Sitemeter), it might be time to invest in a brand awareness-building campaign.

Alexa doesn’t operate in quite the same way, but the results it provides are fairly comparable to Compete. Alexa bases its numbers on tracking a small population of people who have downloaded and installed the Alexa toolbar in their browser. From the tastes and web-browsing behavior of this sample group, traffic numbers are estimated.

Kevin Brown www.kbsinsight.blogspot.com