Why franklin covey

These are just a few possible responses, how you respond is up to you. The question is what are you looking to accomplish in that situation? Consider that…what do you want? And then what response would give you the best chance to have that?

Often, we live like life is happening to us and our circumstances determine how we are going to feel about life or ourselves. Stephen Covey and the Franklin Covey folks point out that while we cannot always control our circumstances, what we can control is our response. So think about an area of your life where you are feeling upset about something. How are you being in that area? Last but not least; during these hectic and unpredictable times, FranklinCovey showed an enormous amount of flexibility in supporting us in the transition to remote working.

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Although much of the growth in product shipments was a result of increased first-time catalog and retail sales, Franklin was also starting to benefit from its strategy of cultivating customer loyalty. While Franklin steadily attracted new customers through seminars, its old customers continued to purchase annual refills for their planners and to buy new Franklin offerings. The strong growth of Franklin Institute and some of its competitors during the s prompted many analysts to dismiss the popularity of time management systems as a corollary of the 'go-go' s.

According to the critics, daily planners and motivational management seminars were. Franklin rejected these appraisals outright, believing that its system offered a truly unique and effective method of giving greater meaning to the lives of its customers.

Franklin's patrons supported their convictions; as the United States plunged into a deep recession during the late s and early s, Franklin's revenue and profit growth accelerated. To augment sales from its profitable catalog and seminar divisions, Franklin decided to significantly expand its retail store operations in the early s.

It began opening stores, mostly in shopping malls, in areas that already had many Franklin clients, hoping that existing buyers would supplement new customer sales. The strategy was extremely successful. In , Franklin Institute, Inc.

The company also changed its name to Franklin Quest Co. Franklin expected the acquisitions, which would be completed in , to enable it to penetrate a range of new markets and to bolster the presence of its existing divisions. In addition to market diversification, Franklin's growth plan in the early s included a steady stream of new product introductions.

The new merchandise would allow it to capitalize on a loyal base of customers already comfortable with purchasing its goods. One of its most successful entries was the pocket planner. Introduced in , the planner was designed to fit in a suit coat pocket or small purse while offering the same features as the popular Franklin Day Planner. Similarly, the company brought out a line of decorative filler pages for its planners; these were highlighted in floral patterns to coincide with the seasons of the year.

Perhaps Franklin's most notable new endeavor during the early s was its foray into personal information management PIM computer software. In late , Franklin unveiled its ASCEND software program, which was designed to be used in conjunction with the paper-based Day Planner or as a stand-alone time management system.

The program was offered in a complete package with time management guide books and audio cassette tapes.

ASCEND represented Franklin's effort to capture a piece of the burgeoning market for computer-based time management devices, such as personal digital assistants hand-held electronic personal information devices. Going into , Franklin Quest continued to expand into new markets and to increase sales of its existing products and seminars. Since , Franklin had trained more than one million people, including , during alone.

The company had overseas sales offices in Taiwan, Great Britain, Hong Kong, Japan, and Australia, and was targeting several new foreign markets. Furthermore, during the first six months of Franklin opened 11 new retail stores and had developed plans to start several more before the end of the year. As if the company itself were a testament to the effectiveness of the Franklin System used by its managers, Franklin's sales and profit growth continued to accelerate into The three million people who were regularly using the Franklin System suggested a rich future for the company.

However, beginning in there were signs that some new strategies were necessary. For the first time in three years, there was a shortfall below the company's estimated earnings, sending Franklin Quest's stock into a 33 percent nosedive.

The necessary growth in seminar attendance had begun to flatten out. To counteract the slowing down of growth in its seminar attendance, the company sought to increase its product line through additional acquisitions.

In , it purchased Productivity Plus, providers of planning materials for military customers, and the following year bought Premier Agendas, makers of student planners.

Although the merger initially seemed very promising, the integration of the two firms proved much more difficult than the two parties had expected. Franklin and Covey maintained separate headquarters, which promoted an 'us-vs. Daines noted. Furthermore, keeping its personnel in Salt Lake City caused the sales force to lose touch with its customers, which not only violated Habit No.