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    eriment, we might call it the dependent variable.

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    As a sales manager or a business owner you can analyze various statistics.

    For instance, if your crew prospects for appointments you can monitor and measure:

    (1) The number of phone calls each rep makes;

    (2) The number of appointments set; and

    (3) The number of call backs that need to be made from today’s activity.

    Of this list, obviously, number (2) is critical. That’s the purpose of calling, to set appointments.

    In a sense, then, this is the bottom line, the result of activity. If this were an experiment, we might call it the dependent variable.

    Numbers (1) and (3) are our manipulations, the specific actions we’re taking to

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    you can monitor and measure:

    (1) The number of phone calls each rep makes;

    (2) The number of appointments set; and

    (3) The number of call backs that need to be made from today’s activity.

    Of this list, obviously, number (2) is critical. That’s the purpose of calling, to set appointments.

    In a sense, then, this is the bottom line, the result of activity. If this were an experiment, we might call it the dependent variable.

    Numbers (1) and (3) are our manipulations, the specific actions we’re taking to

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    ) The number of call backs that need to be made from today’s activity.

    Of this list, obviously, number (2) is critical. That’s the purpose of calling, to set appointments.

    In a sense, then, this is the bottom line, the result of activity. If this were an experiment, we might call it the dependent variable.

    Numbers (1) and (3) are our manipulations, the specific actions we’re taking to

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    e purpose of calling, to set appointments.

    In a sense, then, this is the bottom line, the result of activity. If this were an experiment, we might call it the dependent variable.

    Numbers (1) and (3) are our manipulations, the specific actions we’re taking to

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    eriment, we might call it the dependent variable.

    Numbers (1) and (3) are our manipulations, the specific actions we’re taking to affect (2), and these activities can be seen as independent variables.

    Improve tactics and you’ll improve results, right?

    But what if we’re measuring the wrong tactics? What, then?

    Let me be specific.

    Rep “A” could make fifty calls during the course of three hours, and “B” could make 30. Who is doing the better job?

    You can’t tell from this statistic, alone. “B” could be having longer, deeper conversations with decision makers, while “A” can’t seem to get past secretaries and voice mail.

    Or, “B” is

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