Do you know Bradley Klahn?

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Eleff editorial board 0 20-05-2020


Bradley is a 29-year-old professional tennis player from the United States who began playing as a professional in 2012. Bradley’s peak ranking was 63rd and earned 1.5 million$ in his career, but never won an important tournament.

Did you know that of the 1000 professional tennis players, only 5.8% ranked among the top 20, 16.3% among the top 50, and 31.8% among the top 100? 

Is this the case with the branch/store managers in your company? Have most of them not won a significant competition or gained recognition due to any achievement or excellence?

It turns out that in every company, most branch/store managers belong to a group where its members have not experienced significant success throughout their careers. nevertheless, they responsible for the bulk of the company's revenues and profits.

These local managers, which are the management backbone of most companies, usually serve for the longest period, thus, they have the biggest impact on the company's business results. 

So, how it relates to the Bradley klahn?

Imagine a situation where Bradley, instead of competing with all the tennis players (including the best ones) and in most cases loses in the first rounds- would compete in a tournament only with similarly ranked tennis players. This will make him more successful and more motivated to improve his abilities and skills in order to participate in tournaments with higher ranking players and higher prize money.

Maybe this is not the sport ideal, which seeks the very best of all, the champion. As we are managing competition for business organizations, the ideal is quite different. The organization’s ideal is to Maximize the benefit of all employees and managers.

With the ELEFF’ method, we give this group of managers with low-medium competitive index a true chance to become "stars." For this recognition, they are required to compete with similar managers and in order to win, they must improve consistently.

The Competitive Index, which we use to determine the competition groups, allows, among other things, to locate these managers and match them with similar competitors.

The business objective of ELEFF's competition is to motivate most participants to continue to improve and increase their achievements over time.

The diagram below shows how this implementation related to the winners' score of the three activities that took place in 2013.
This competitive index is one of the elements used to enhance competition among competitors. The chart shows that 20% of the branches compete in groups with a high competitive index where in order to win they scored over 600 points. In comparison, 25% of branches compete in groups where winners score less than 450 points. If these branches were to compete in a competition group with a medium or high competitive index, they would never win and probably lose the drive to compete and their business achievements were significantly lower than those achieved by ELEFF' method.

This competitive index is one of the elements used to enhance competition among competitors. The chart shows that 20% of the branches compete in groups with a high competitive index where in order to win they scored over 600 points. In comparison, 25% of branches compete in groups where winners score less than 450 points. If these branches were to compete in a competition group with a medium or high competitive index, they would never win and probably lose the drive to compete and their business achievements were significantly lower than those achieved by ELEFF's method.

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