process development for small business 040610 tda

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Process Development for Small Business &

MicrobusinessThe Whys and Hows

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Part 1: The Whys of Process Development

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Why Be Concerned with Process?Inefficient processes result in losses of:

Time & time-to-market (i.e., competitiveness) Quality Customers Employees Productivity Money

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Why Be Concerned with Process? - 2If you don’t know what you do, you can’t:

Delegate it Do it consistently Dive in when needed

In the (apparent) absence of (business) rules, there are still (business) rules (that are running your business in YOUR stead)!

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Why Be Concerned with Process? - 3 Ensure continuity of operations Create a culture of ownership & participation Better manage change Increase “predictability” Earn recognition

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Why Be Concerned with Process? - 4 . . . & ultimately simplify:

Training new hires Cross-training existing employees Problem identification Your life as an entrepreneur or small business owner/manager

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Part 2: The Hows ofProcess Development

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Identifying Expected Outcomes* What would you like to achieve? How will you know when you’ve reached success in a given area? What value measures or metrics will show improvement/be proof of your success?

*This exercise may be conducted separately as part of strategic business planning.

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Sample Value Measures* Cost per X Average deal size Net effect of delivery time performance Billable hours spent/paid on X Employee churn, recruiting costs & interview time

*May vary by industry and/or strategic business goals

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Identifying IssuesConsidering current value measures:

Where do they lie in the organization? Who has control/responsibility for each metric? How are others affected by each metric? How is strategy impacted by each metric?

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Identifying Issues - 2What issues have been defined by your customers as weaknesses?

Satisfaction metrics Anecdotal evidence Debrief data Complaints

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Identifying Issues - 3 What recurring projects:

Are most costly to the organization? Take up the most time? Leave you feeling “I shouldn’t be doing this”? Could someone else do at least 75% as well as you? Do you find yourself putting off each time?

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PROCESS

Weaknesses Solution Expected Outcomes

•Ideal•Quanti

tative•Measu

red

METRICS

•Conversational

•Qualitative

•Cultural

SENSE

Overview of an Improvement Project

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Overview - 2Initial weaknesses are:

Uncovered by identifying the issues Grouped by relationship

Initial expected outcomes are: Identified & defined by management

A team is formed to:Refine/clarify weaknesses & outcomes Identify processes for improvement

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Customer contact lag time

Too much for sales to do

Cannot track ROI back to events

Events are expensive

WHICH PROCESSES

???

Weaknesses Solution(s) Expected Outcomes

RFP losses Higher proposalwin rate (M)

Sales feels supported (S)

Cost per lead data (M)

Improved decision-making (S)

Faster follow-up (M)

Sample Process Improvement Chart

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A Process Solution: Lead Follow Up*Step 1: Within 8 hours of the event, Sales rep divides leads into two categories (hot & cold) based on pre-determined criteria & delivers to Sales Admin Step 2: Sales Admin enters contact data into CRM system & codes; sets reminders

*Other process solutions were developed to cover all weaknesses/expected outcomes.

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A Process Solution: Lead Follow Up - 2Step 3: Within 48 hours, Sales Reps contact hot leads/prospects as follows:

Forward appropriate or latest newsletter Include standard text Include one personalized line

Step 4: Sales admin contacts cold leads to set up webinars for Sales Reps within 5 days

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Other Considerations for Projects

Company hierarchy & culture Change management Steps to take given your budget, bandwidth, knowledge, and impact to your business

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Management

Leaders

Implementers

CHAN

GE

Feedback*

Old School Change Management

*Usually via informal channels &/or limited.

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Management

ImplementersLeaders

Change & Feedback

Change & FeedbackChange & Feedback

Another Approach to Change

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Taking the First Steps* Education & solution provider selection Brainstorming & stakeholder involvement Data collection Change management Cross-functional team development Internal communication Key process identification

*Order may vary based on organizational culture, size, bandwidth, etc.

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Taking the Next Steps*Key process prioritizationRollout plan developmentMore internal communicationAs-is and should-be modelingImplementationKaizen

*Order may vary based on organizational culture, size, bandwidth, etc.

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Getting Started with TDA 15 years in B-to-B, Marketing, & Program Management w/ a passion for quality & process improvement Current VP Marketing/Communications, ABPMP - Phoenix Offers a range of Business/Marketing Solutions & Support to complement your efforts

TacticalExecution

Project Management

ImplementationAssistance

Process Development

StrategicPlanning

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Questions?Contact, connect, or learn more:

Email: tracy@tracydiziere.comPhone: 602-739-8028 (cell) or 888-789-2072Twitter: @tracydiziereLinkedIn: http://www.linkedin.com/in/tracydiziere Web: www.tracydiziere.com, www.sitereviewreport.com