A Successful Scientology Business

Tampabay.com reports on a successful enterprise using Scientology technology to boost business.

PostcardMania, a direct-mail company that prints and ships postcard advertisements on behalf of businesses nationwide, is 10 years old with 160 employees and 31,000 customers. [...] A few years ago, PostcardMania cracked Inc.'s 500-fastest-growing list. In 2007, it still made the Inc. 5000 (No. 3,130) as sales more than doubled.

Reading through the article you can see traces of quite a few Scientology techniques for business being applied:

• Rewards "upstats", slack the "downstats", and don't let external influence dictate too much what you do:

She's fighting the thought of layoffs. Reluctantly, she trimmed the annual Christmas party budget from $30,000 to $15,000. It won't be at the Don CeSar like last year, but the party will go on. "No way we can cancel it. Our staff worked too hard," she said. "We need it this year." [...]

Helms said there has been no scrimping on salaries, with positions in various fields paying 20 percent above industry averages. [...]

Make sure your core workers are on the bandwagon to beat the slump. Get the eternal slackers slacking somewhere else.

• Outflow is inflow:

'Gendusa has flipped her marketing machine into overdrive. In mailing 120,000 self-promoting postcards to businesses every week, PostcardMania is its own biggest customer.

"You have to be even more aggressive on PR … on buying ads," suggests business consultant David Gerwitz, author of The Flexible Enterprise. "Many of the businesses that succeed during a downturn are ones that put money into marketing as opposed to pulling out." [...]

Gendusa became a marketing devotee during PostcardMania's early days. Orders were coming in, but for months the company was stuck at $20,000 a month in sales. Gendusa doubled mailings of marketing material and soon after sales doubled.

• Don't make credit except maybe for really big investments:
  

Be picky in taking on debt. As a rule, the company saves to have enough cash on hand before buying new furniture or adding amenities. The exception: taking out a $2.4-million industrial revenue bond for a printing plant and equipment that was later repackaged into a $5-million construction loan to finance new headquarters.

• And lastly, the controversial no open criticism and "good news" stance:

Keep morale up. Every week, employees gather to share kudos about fellow co-workers, with one compliment sparking another. No negative comments and no gossiping allowed.