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Testing costs money (though not as much as widespread rollouts of new tactics that don’t work), and it takes time. Senior managers have to become accustomed to, and even passionate about, the idea that no major change in tactics should be adopted without being tested by people who understand testing. To begin incorporating more scientific management into your business, you’ll need to acquaint managers at all levels with your organization’s process of testing. It is probably simple to grasp (a typical depiction is shown in the exhibit “Put Your Ideas to the Test”), but it must be communicated in the same terms to people across the organization. Having a shared understanding of what constitutes a valid test enables the innovators to deliver on it and the senior executives to demand it. Progressively lower charges for various transaction fees, as more business credits are routed through this account.

Every successful business has clearly set and articulated goals to attain specific objectives. Yet, in the world of small business, many businesses lack a focused goal. “Get more business” is a typical reply of small business owners when asked of future plans. Any self-respecting CEO would be tossed out of a shareholder meeting for uttering a vague response. Businesses – large or small – purchase goods and services, use energy and water, and generate and dispose of waste.

In addition, cash registers can be replaced with online payment systems through tablets and smartphones. Such small business payment processing systems allow the customer to pay by credit or debit, add tips and receive digital receipts. Online payments make tallying the day’s profits easier while reducing the risk of theft and mistakes at the register. Famous Footwear takes a “billboard” approach; for each test, it captures the results in a one-page document, circulates that throughout the organization, and posts it on the wall outside the testing office. If a firm does a substantial amount of testing, it will generate a substantial amount of learning about what works and what doesn’t. Ideally employees throughout the company would share that knowledge and use it to guide future initiatives.

The online retailer now averages more than 113 million items for sale in more than 50,000 categories at any given time. Tests are most reliable where many roughly equivalent settings can be observed. This might mean physical sites, as with Sears’s stores, or it might mean more ephemeral settings, such as alternative website versions. Among the earliest and most extensive users of testing are retail and restaurant chains.

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To begin incorporating more scientific management into your business, acquaint managers at all levels with your organization’s testing process. A shared understanding of what constitutes a valid test—and how it jibes with other processes—helps executives to set expectations and innovators to deliver on them. Then the details of the test are designed, which means identifying sites or units to be tested, selecting control groups, and defining test and control situations. After the test is carried out for a specified period, managers analyze the data to determine results and appropriate actions.

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Leadership must cultivate a test-and-learn culture, in part by penalizing those who act without sufficient evidence. The real payoff will happen when the organization as a whole shifts to a test-and-learn mind-set. With a small investment in training, readily available software, and the right encouragement, an organization can build a “test and learn” capability. Managers regularly implement new ideas without evidence to back them up.

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Most of the firms that do extensive testing have established a small, somewhat centralized organization to supervise it. The group either actually does the testing, as at PNC Bank, Subway, and Famous Footwear, or—if testing is employed throughout the organization—serves as a resource for methodological and statistical questions, as at Capital One. At PNC Bank, the test-and-learn group (part of the bank’s knowledge management function, which reports to Marketing) views the promotion of its own services around the bank as a priority. It tries to build relationships and trust with key executives so that no major initiatives are undertaken without testing. Without a central coordination point, testing methods may not be sufficiently rigorous, and test and control groups across multiple experiments may confound one another. That said, it’s not always easy to influence or coordinate testing even when a central group exists.

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