Susan G. Komen’s Toll Free Helpline Supports Patient Care in 2020

Methuen, Massachusetts-based sales leader Benjy Orbach has built a reputation as a customer-focused manager proficient in warehouse operations optimization. A real estate investor and philanthropist, Benjy Orbach supports the Susan G. Komen Foundation.

Susan G. Komen is a world-renowned breast cancer organization that organizes runs and walks across the United States to raise funding for breast cancer research. The group also runs programs to support people with breast cancer. For example, Susan G. Komen operates a toll-free helpline (1-877-GO-KOMEN (465-6636)) to connect patients and their families with resources to live a better quality of life, even after diagnosis. The helpline is staffed by trained personnel who can speak either English or Spanish.

In March 2020, Susan G. Komen’s senior director Susan Brown announced that the helpline would operate every weekday from 9:00 a.m. to 10:00 p.m. for the rest of the year, offering critical support to people during this time of social distancing. Because hospitals are currently overrun, many doctor’s appointments are being delayed. With the helpline running, however, patients who need guidance to a critical resource can receive it, ensuring they are not alone in their time of need. Patients who cannot reach the helpline can also access assistance through the organization’s email (helpline@komen.org). 

Startups Can Forecast Sales Using Sales Reps but Context is Key

A sales and operations professional based in Methuen, Massachusetts, Benjy Orbach has decades of experience optimizing year-over-year sales in the lighting and snack food industries. One of the tools Benjy Orbach has utilized to meet and exceed sales goals is sales forecasts.

Sales forecasting enables companies to effectively allocate capital resources, manage their workforce, and adapt for future growth. Good sales forecasting, however, is only possible if a company has enough sales data to work with. Older companies have this data in their records. Younger companies typically do not have a sufficient sales record to accurately inform their future sales. Therefore, they have to rely on benchmarks such as industry statistics. Another option for startups that want to work from personalized sales forecasts is sales representatives’ individual forecasts.

Sales reps can put together monthly forecasts based on their views of their current pipeline of clients. This data, though, must be evaluated in the context of the stage a client is in regarding the sales funnel and the average time deals take to close. For example, if a sales rep reports five leads but two are in the early stages and the average closing time is 40 days, these cannot be forecast as sales for the next month. Furthermore, opportunities that have persisted for too long without closing, say 70 days when the average closing time is 40 days, should not be considered in the forecast, since they are not likely to close.

Managers preparing sales forecasts have to pay special attention to large individual sales. If a sales rep is working on a deal that is worth $70,000 but the company’s average deal size is $10,000, including the $70,000 sale in the forecast can significantly push a sales forecast upward. If the sale does not close yet the company allocated resources based on the expectation that it would, there’s a problem. In such scenarios, managers should consult candidly with their sales reps to figure out the true likelihood of big deals closing before including them in forecast data. 

Tips for Reducing Operational Costs in Business

 

A resident of Methuen, Massachusetts and a graduate of business administration, Benjy Orbach has over a decade of professional experience in sales management and three decades of career success in operations management. As an operation manager, Benjy Orbach was responsible for building operational teams and preparing business budgets.

A company's revenue rises in direct proportion to the costs of operating it. As businesses expand, the expenses on rent, accounting, insurance, advertising, and payroll rise alongside. To deal with this problem, operations managers have to innovate to cut operational expenses and streamline operations while attending to other relevant matters.

Outsourcing is an efficient measure that operations managers can consider if they want to achieve more for less. For businesses that are confronted with the challenge of insufficient workspace, contracting with an outside party can prove a viable course of action. Instead of renting new facilities, these companies can easily outsource their administrative, marketing, or legal tasks to external teams and maintain operational control. Outsourcing also helps companies to eliminate employee benefit taxes.

Companies must also engage the extensive use of technology for quick expansion. Evolving technologies like machine learning and artificial intelligence, collaboration and communication technology, and robotic automation can help large firms reduce their workload or make certain procedures more efficient.