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                                                          Critical Performance Factors
                               often fall into this category. In some companies, the entire
                               organization is encouraged to think in terms of sales, while in
                               other companies the Sales Department is the prime mover.  115
                               However this one is used, it helps when assessing the effect on
                               sales of adding another employee or when comparing one
                               branch office with another or one division with another. When
                               applying this measure, CEOs need to be careful to recognize
                               the differences and similarities among departments or divisions.
                               Some business models are different enough that they cannot
                               efficiently be compared on a sales-per-employee basis, and to
                               do so would inhibit one or the other from operating most effec-
                               tively in its market.
                                   Sales per square foot is a metric used pretty exclusively in
                               retail establishments, where stores must use every foot of space
                               productively, space is limited, and the contribution of a product
                               display can be measured in how much sales it produces per
                               foot of space it occupies. This is very commonly used by the
                               management of chain stores to compare the productivity of one
                               store’s management with another. Again, absolutes may not be
                               possible because of the different locations and the demograph-
                               ics of their areas (higher or lower income, younger or older, blue
                               collar vs. white collar, and so on).

                               Trend Reporting: Using History to Predict the Future

                               Most people who read financial statements look only at the
                               monthly or annual reports, and most of those reports present
                               their period data in comparison with the immediately prior peri-
                               od or against the same period a year ago. The more enlighten-
                               ing reports compare results against a budget, which is a care-
                               fully considered benchmark in its own right. (See Chapter 10 for
                               more on budgets.)
                                   But in all these cases there’s a flaw in the lone comparison
                               that can prove dangerous over time: they overlook the fact that
                               a small flaw, a minor deterioration from the prior period, a toler-
                               able budget variance, if repeated over a series of past and
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