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Mass Ingenuity Presentation
 

Mass Ingenuity Presentation

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  • A business revolution calls for a management revolution.  Find out why people are passionate about the NOW Management System. The Mass Ingenuity framework is a revolutionary way to significantly boost employee engagement, increase project success and eliminate the seven deadly sins of management waste. Mass Ingenuity is a consulting firm that guides leadership teams through the customization and installation of the NOW Management System℠.  The NOW Management System is a fully integrated and closed-loop framework to drive the proactive and disciplined execution of routine work and initiatives.  As you’ll see, our system is proven to achieve dramatic results. The story of the NOW Management System is being published by our co-founder, John Bernard, in a book coming out from Wiley & Sons this fall.  The book is titled, “Business at the Speed of Need.”  Wiley says it will be a very significant and popular management book because it presents a revolutionary view on how to excel in our current business environment.     The NOW Management System is a game-changer for any organization.  The system establishes clear ownership with every executive, manager and employee through clear line of sight and provides near real time data.  We leverage cloud computing, social media and the millennial mindset.  Therefore, the system enables “every employee to act on every opportunity every time” to improve the customer experience, grow revenue and reduce costs.
  • Remember the “Moment of Truth”...
  • I want to bring some clarity to this shift, the 7 Stages of YESability….how we make the move from (ANIMATION #1) TOLD, to PERMITTED to EXPECTED.So, to do this, I need your help. I need 7 volunteers (if you volunteer I’ll send you a free copy of my book). (take a card…don’t show it to the audience…get yourselves in order)(ANIMATION #2)So, Stage One person, tell us what you do at your company…. ….what’s that like? ….what do you do when you see an opportunity to make things better? ….how’s it make you feel about yourself working in this place? .…how much waste is there in your company ….what’s the underlying assumption of this strategy? ….what does management do in this kind of an organization? ….do you like working here? (move through all 7 stages, focus on #1 and #7)Thanks, for helping out….please give me your card at the end of the session and I will get you a copy of BUSINESS AT THE SPEED OF NOW to you.
  • If you remember one thing…from today, I hope it is THIS statement.(ANIMATION)READ THIS. WRITE IT DOWNAnd WHAT is that work? Let me describe what MUST be in place for your people to be able to act in the NOW.
  • Segue: MANAGEMENT must be viewed as a system, a collection of processes that are core to running the business such that it can successfully deliver in the NOW.Segue: Earlier we described the NOW Management System as a fully integrated closed-loop framework that drives the proactive and disciplined execution of all routine work and strategic initiatives. Here is the 30,000 foot view of the Management System and the main components. Sitting underneath this 30,000 foot view is a completely integrated system of components that tie the Fundamentals and Breakthroughs into a closed-loop framework. The framework provides clear expectations, measurement, feedback, transparency, line of sight and ownership. The QTR is the lynchpin because it translates what leaders envision into what employees deliver. The reason employee engagement goes up is…Again, this is not about putting a man on the moon. It is about the proactive and disciplined execution of all routine work and strategic initiatives.
  • Just as she settles in, Skpe chimes and it’s Amos O’Shea…he’s the CIO of TexTech, a brand new customer in Ireland…and Amos is furious.“Six of our production facilities are down, because your damned software crashed! We need this fixed, and we need it fixed NOW!” “I’ll get back to you in ten minutes,” Brandy promises, her heart racing.Calmly she sends a private distress tweet to the software team in Saigon alerting them.Immediately the Vietnamese team begin “tag” searches probing blogs, conference call videos documents using the NOW inference engine.By the time Brandy has them up on Skype they’ve spotted that the Paris maintenance team has a bug fix release on the data feed TexTech is having trouble with.The decision is made and they release the fix NOW.Brandy Skypes Mr. O’Shea…”You’re amazing young lady,” he grins and the finish pleasantries.Her Red Bull, STILL COLD, Brandy smiles. Her Smart phone chimes…incoming text from her boss. “Checking in, Kiddo. Everything OK?” No prob,” she texts back. “Having fun.!”
  • “The System of Management delivered as promised on increasing employee accountability.” —Founder and CEO, Professional Services Firm "In the first three months we have knocked down the silos, began to think like an enterprise, and see future opportunity to become a true outcomes-based agency.”— State Government Director
  • An insurance company used their Management System core process, “Acquiring Businesses,” to acquire other companies and prepare for all aspects of the acquisition.  The CEO is very confident the acquisition will be a tremendous success and will not be one of the many of M&A deals that fail.   
  • —Founder and CEO, Professional Services Firm "In the first three months we have knocked down the silos, began to think like an enterprise, and see future opportunity to become a true outcomes-based agency.”
  • Third largest U.S. dental practice with 16 offices and 180,000 patientsNever before CEO elected by his peers. Client Results from 2008 to 2010 (during a major economic recessions).Most profitable year in 2010 ever. Dentists making even more money now. Client Results from 2008 to 2010 (during a major economic recessions)Now is benchmarked by other large dental foundations for their management best practices.
  • So, John applied leading-edge models to the process of management by building Mass Ingenuity’s NOW Management System
  • JOHN: The THEN economy thrived on high volume production driven with a focus of low cost. It’s easy to see this in the goods we use everyday ranging from our automobiles to our microwave ovens to our blueray players.The NOW economy thrives on low cost, but buyers want unique outputs. Dell Computer is a good example as it has mass customized computers at low costs for years—you can get your computer configured exactly as you want it. Today you can go on-line and have Nike make a pair of shoes or Levi’s a pair of jeans customized to your needs.Whether you sell insurance, design logos, arrange flowers, make pizzas, produce circuit boards, build homes, buyers want it “there way” and the don’t want to pay extra. And if you don’t want to do what your buyer wants, hundreds of options are only a click away.
  • Complete opposites. We’re not agile enough for “NOW” factors.
  • Management MUST GET IT’S ACT TOGETHER….We must build a foundation that allows us to meet the demands of the NOW: …Our customers’ demand for customization and flexibility …Acknowledges the reality of the power our customer’s now have (Dave Carroll) …Causes us to face the incredible scrutiny of our customersEvery mistake you make is visible …you can no longer hide behind policies …you can no longer afford for your employees to NOT solve customer problems …you must be able to say YES to your customer’s EVERY possible need
  • (ANIMATION)No generation plays better into this new world…they are creating it….…called the trophy kids, the net generation…. ….Millennials have a mindset not so different from our own… ….but they are simply intolerant of it not being reality…They are different. And yet they are the same. But they will rock…and are rocking ….the workplace ….and the marketplace…and you better understand them.
  • Social media has established a new standard for access to EVERYTHING we want and NEED – and that is instantaneous. YouTube, Facebook, Twitter and the like all give us unprecedented access to thoughts, ideas, experiences, data – and anything else you can imagine. Very healthy to embrace social media. Whether you agree with it or like itBut more than anything, according to Social Media author Brian Solis, social media has turned the conversations going on privately into public conversations. That’s happening with your customers, your suppliers AND your employees. It’s been going on for a VERY long time it’s just you never were able to hear it before.Healthy dynamic that makes you face the cracks in your organization…which you should address anyway…. Conversations about your company are already happening. Why not look at the reality and join/shape the conversation about yourself. Not linking to your personal Facebook page.
  • Cloud computing is just beginning to gather storm, but it will dramatically cut the cost of using technology to meet customer needs. The escalating costs of current technology approaches are not only unaffordable, but they are of high risk of failure with 75% of technology projects coming in significantly short of expectations.Moving your computing power off of your desk tops and your data center and moving them through the internet to incredibly efficient options will speed your ability to bring new tools into play and dramatically reduce the costs to do so.
  • So to NOT get left behind, and to engage our Brandy’s of the world, we’ve got ourselves a heck of a challenge.According to Gallup:18% of our employees are actively disengaged (ANIMATION #1)49% are NOT engaged (ANIMATION #2)33% are engaged (ANIMATION #3)We are failing to utilize our greatest asset on a wholesale level. And NOW we need them.Do you think there is a connection between the 7 Stages of YESability and these numbers? (ASK AUDIENCE)
  • You no doubt have seen the price of being left behind…I know the Conference Board has similar data….This is the difference between the top quartile performing companies with regards to employee engagement, and the bottom quartile. Numbers in red are how much worse low-performing organizations do….(RUN THE ANIMATIONS)
  • MANAGEMENT must be viewed as a system, a collection of processes that are core to running the business such that it can successfully deliver in the NOW.I will share with you OUR NOW Management System, but I want to be clear our is not the only solution, but any solution must effectively enable
  • Print on 11x17 tabloid paper. Select HP Deskjet next to the computer. Go to Print/Properties and select tabloid size. Then select on main print menu “Scale to Fit” and “Good Quality.”
  • Permanente Dental…70% in red or yellow….Within a year it was down to 20%
  • Just as she settles in, Skpe chimes and it’s Amos O’Shea…he’s the CIO of TexTech, a brand new customer in Ireland…and Amos is furious.“Six of our production facilities are down, because your damned software crashed! We need this fixed, and we need it fixed NOW!” “I’ll get back to you in ten minutes,” Brandy promises, her heart racing.Calmly she sends a private distress tweet to the software team in Saigon alerting them.Immediately the Vietnamese team begin “tag” searches probing blogs, conference call videos documents using the NOW inference engine.By the time Brandy has them up on Skype they’ve spotted that the Paris maintenance team has a bug fix release on the data feed TexTech is having trouble with.The decision is made and they release the fix NOW.Brandy Skypes Mr. O’Shea…”You’re amazing young lady,” he grins and the finish pleasantries.Her Red Bull, STILL COLD, Brandy smiles. Her Smart phone chimes…incoming text from her boss. “Checking in, Kiddo. Everything OK?” No prob,” she texts back. “Having fun.!”
  • What does it take to build a company capable of doing ….BUSINESS AT THE SPEED OF NOW?I will share with you the WORK of NOW management….(it’s detailed, its thankless. It’s hard and takes discipline.) Yet it MUST be done to enjoy the rewards of a NOW organization… …both economic and human rewards….(RUN THE ANIMATIONS)
  • This book is a powerful marketing weapon. The book tells the story of moving from a 100-year old system of Mass Production to a system of Mass Customization. Ford is…Wiley says it will be a very significant and popular management book because it presents a revolutionary view on how to excel in our current business environment.    Again, the MS is not about putting a man on the moon. It is about managing the Fundamentals and Breakthroughs with world class tools and best practices.

Mass Ingenuity Presentation Mass Ingenuity Presentation Presentation Transcript

  • A Business Revolution Calls for a Management Revolution
    Ed IsraelVP Sales 503.720.0912Kelly FergusonVP Marketing 206.300.7220
    July 27, 2011
  • Who We Are
    Creators of the
    A Fully Integrated and Closed-Loop Framework to Drive the Proactive and Disciplined
    Execution of Routine Work and Initiatives
  • What We Do
    Guide leadership teams through the customization and installation of
    a Management System that dramatically improves business results
  • Mass Ingenuity Vision, Value Proposition and Customer Benefits
    Vision
    Every Opportunity, Every Employee, Every Time
    Value Proposition
    We build a direct connection between what leaders envision and what employees deliver
    Customer Benefits
    Improve customer experience
    Accelerate growth
    Reduce costs
  • Why Do We Call it the NOW ManagementSystem?
    The NOW Moment
    When an employee encounters an opportunity to make a “YES” decision and take action that will move the business toward its goals
    TIME
  • ManagementMust Enable Responses to the NOW Moment
    Every Time
    Every Employee
    Every Opportunity
  • 7 Stages of
    YESability
    7. Own the Solution
    TOLD PERMITTED EXPECTED
    6. Own the Problem
    5. Take Initiative
    4. Suggest Solutions
    3. Voice Opinions
    2. Understand Orders
    1. Follow Orders
  • Management’s work must be complete before the NOW Moment arrives
  • What Management System Does Your Organization Use To Enable NOW Moments?
    An effective management system needs to:
    Visually tell every employee how your organization must execute on its:
    Routine Work (Fundamentals) and Strategic Initiatives (Breakthroughs)
    Illustrates the enterprise-wide core processes and sub-processes
    Clearly define the top priorities and strategic initiatives
    Drive transparency and accountability
    Tell you in near real-time when a major process or initiative is trending into trouble
    Improve customer experience, reduce costs and accelerate growth
  • Improve Customer Experience
    Reduce Costs
    Accelerate Growth
    FUNDAMENTALS
    Routine Work
    BREAKTHROUGHS
    Strategic Initiatives
    7-Step Problem Solving
    Quarterly Target Reviews
  • Client Testimonials
    “By implementing the Mass Ingenuity management system, we have achieved across-the-board results beyond anything we had imagined.” — CEO and Dental Director, Third Largest U.S. Dental Group
    “The Management System visually proved to prospects and customers that we were the right supplier for them. The results were priceless!” — Co-founder and CEO of Electronics Company
    "If I could go back, I’d have implemented a management system framework before investing in lean.”— State Government Deputy Director
  • Client Results
    • Global supply chain company reported a 16.7% increase in employee engagement six months after installing their Management System
    • During a company-wide hiring freeze for the prior 9 months
    • A manufacturing company leveraged their Management System as a sales tool to win business nationally and to hire top talent
    • Owner eventually used their system to reduce due diligence time by 40% and received an offer 50% higher than expected
  • Client Results
    • Large state agency director was applauded by the new governor's transition team for their comprehensive and clear model for running their agency
    • Agency utilized their Management System and a related Breakthrough initiative to target savings of $1,000,000 in overtime costs
  • Typical Results
    Profitable Growth
    Return on Investment
    30x
    24x
    18x
    12x
    6x
    0x
    Employee Engagement
    25-30% Improvement
    30% Improvement
    Customer Experience
    10-15% Reduction
    20-25% Improvement
    3 6 9 12 15 18 24
    Waste
    MONTHS
  • Typical Client ROI
    Clients investment is typically returned in 18-24 months
    Ongoing year after year improvements are achieved at a very significant level
    As evidenced by Permanente Dental Associates
  • Dentist
    Turnover
    Dentist
    Idle Time
    Time to First
    Appointment
    Time to
    Appointment
    Outcomes vs. Plan
    Process in Control
    Dentists Engaged in Research
    Employee
    Engagement
    Dentist Engagement
    21%
    9%
    +46%
    +68%
    +22%
    -46%
    -41%
    -50%
    -20%
    Concern for Patient Comfort
    Permanente Dental
    Associates
    2008-2010
    +14%
  • The Situation
    Our business and economic revolution calls for a management revolution
    Yet, most organizations lack a management system to:
    Accurately inform employees at all levels about their business performance
    Informs employees where and how to make improvements
  • “This economic crisis doesn’t represent a cycle. It represents a reset. It’s an emotional, raw social, economic reset. People who understand that will prosper. Those who don’t will be left behind.”
    Jeffrey Immelt, CEO, General Electric
  • Management Waste
    • Ironically, John Bernard discovered that “management” is the most critical process
    • Yet, management processes receive the least attention and, generally, are very undisciplined
    • Management is burdened by tremendous waste
  • All Waste By Sector
    % of Operating Costs That Add No Value
    GOVERNMENT
    40-50+%
    SERVICE
    30-40%
    MANUFACTURING
    25-30%
    0 10 20 30 40 50
  • Quotable Quotes
    “84% of the errors, inefficiencies, problems, etc., derive from the system and 16% are due to variations in individual performance.” -- W.E. Deming
     “Pit a strong performer against a bad process and the process will win almost every time.” -- Rummler & Brache
    “A leader is someone who helps improve the lives of other people or improve the system they live under.” -- Sam Ervin
  • The Era of
    MASS CUSTOMIZATION
    The Era of
    MASS PRODUCTION
    The
    GREAT
    RECESSION
    www
    1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020
  • COMPLICATION
    NOW
    THEN
    High Customization Low Cost
    High Volume Low Cost
  • THEN
    NOW
    DRIVER
    Managerial Hierarchy
    Customer Need
    ORGANIZATION
    Functional
    Process Centric
    DECISIONS
    Centralized
    Decentralized
    IMPROVEMENT
    Big Ideas
    Micro-Improvements
    USE OF DATA
    Management
    Everyone
    PROBLEM SOLVING
    Ad Hoc, Intuitive
    Standardized, Fact Based
    SPEED
    Slow
    Fast
  • Additional Complications
    High waste and costs
    Low employee engagement
    Poor customer experience
    Low transparency
    Low line of sight and accountability
    Slow growth
  • Eliminating the Sins
    Unclear Direction
    No Line-of-Sight
    Unclear Accountability
    Inconsistent Language
    Poor Issue Transparency
    Inappropriate Resources
    Inadequate Tools/Skills
    7
    Deadly
    Sins
    of
    Management
  • C O N C E P T S
    Eliminate Fear
    Reduce Variation
    Pursue Constraints
  • Digital Natives Grew Up in the NOW
    Social Good
    Total Transparency
    Work/Life Integration
  • Social Media
    Sets a new standard for
    ACCESS
    Makes the conversation that has been going on anyway, public
  • Cloud Computing
    Transforming theCOST of turning data into information
    The
    CLOUD
  • OUR ALIENATED WORKFORCE
    Actively Disengaged
    Engaged
    18%
    33%
    Not Engaged
    49%
    SOURCE: Gallup Consulting
    Failing Miserably
  • Ideas Implemented Per Employee Per Year
    70
    60
    50
    40
    30
    20
    10
    0
    Toyota
    Motor
    Company
    General
    Motors
    BANKRUPT
    1 idea every
    7 years
    7
    June 1, 2009
    Filed Chapter 11
    1983
  • Micro-Ingenuity and Micro Economics
    An idea that saves:
    $2.00
    In a process done each day:
    10 times
    By others who do the same work:
    12 colleagues
    Who work each year:
    260 days
    $62,400 savings
  • HIGH-ENGAGEMENT ORGANIZATIONS
    ABSENTEEISM
    TURNOVER (low turnover org.)TURNOVER (high turnover org.)
    SHRINKAGE
    SAFETY INCIDENCES
    QUALITY (Defects)
    CUSTOMER RATINGS
    PRODUCTIVITYPROFITABILITY
    -37%
    -49%
    -25%
    -27%
    -49%
    -60%
    +12%
    +18%
    Difference Between Top and Bottom Quartile Performance
    +16%
    SOURCE: Gallup Consulting
  • ORDER
    FREEDOM
    People know how to seize opportunities
    and solve problems
    People understand and respect the way the organization functions
    T
    R
    U
    S
    T
  • a count ability
    …skills to do the job
    …skills & resources
    to solve problems
    …authority to take action
    …to count
    …to number
    …to measure
  • Improve Customer Experience
    Reduce Costs
    Accelerate Growth
    FUNDAMENTALS
    Routine Work
    BREAKTHROUGHS
    Strategic Initiatives
    7-Step Problem Solving
    Quarterly Target Reviews
  • PLAN
    Organization
    WORKING
    IN
    THE BUSINESS
    WORKING
    ON
    THE BUSINESS
    Strategy Map℠
    Department
    Fundamentals Map℠
    DO
    DO
    Corrective Action
    Breakthrough Check In
    Outcome and Process Scorecards
    Breakthrough Plan
    Individual
    ADJUST
    ADJUST
    Monitor
    Monitor
    FUNDAMENTALS
    BREAKTHROUGHS
    Quarterly Target Reviews
    Routine Work
    Initiatives
    CHECK
    ©Copyright 2011 Mass Ingenuity
  • Routine Work
    • Deliver the routine work with the fewest possible resources
    • Connect every employee with clear accountability
    • Transfer skillsand authority to act to those who do the work
    • Create complete transparency about performance
    NOW Fundamentals Map℠
  • Initiatives
    • Create and execute plans proficiently
    • Communicate rationale, dependencies and risks
    • Set realistic expectations in line with available resources
    • Create complete transparency about initiative performance
    NOW Breakthroughs Map℠
  • CUSTOMIZABLE TO MEET ORGANIZATIONAL NEEDS
    PERSONAL PAGE FOR EVERY EMPLOYEE
    UP & DOWN LINE-OF-SIGHT
    FEATURE: Landing page for self-managing performance
    FEATURE: One-click line-of-sight and transparency
    VISIBILITY TO MAJOR BREAKTHROUGHS
    FEATURE: Customizable templates to match identity
    FEATURE: Major initiative performance transparent
    INSTANT ACCESS TO KEY DOCUMENTS
    FEATURE: One-click access to documents that define the organization’s direction
    REAL-TIME PERFORMANCE DATA
    FEATURE: Real-time visibility of
    key-accountabilities performance
    SEARCHABLE KNOWLEDGE BASE
    FEATURE: Quick access for every employee to information they need to take effective action
    CALL TO ACTION AUTOMATED
    FEATURE: Below-expectation performance highlights call to action/escalation triggers automatically notify management
    FULL PRIVATE SOCIAL MEDIA
    FEATURE: In-company social media suite to facilitate NOW action including the full compliment of common social tools including company blogs
    INSTANT PROBLEM SOLVING SUPPORT
    INSTANT ACCESS TO ANYONE AND EVERYONE
    FEATURE: Instant click through to creation of a 7-Step plan for corrective action
    FEATURE: Private “tweeting” to everyone in the organization or to select levels, teams or departments
    ELIMINATE FEAR REDUCE VARIATION PURSUE CONSTRAINTS
    INSTANT ACCESS TO TEAMMATES
    FEATURE: Private “tweeting” within the user’s team
    CLEAR VISIBILITY OF TASKS COMING DUE
    CALL TO ACTION WHEN TASK PAST DUE
    IMMEDIATE ACCESS TO PLANNING TOOLS
    FEATURE: Task engine delineates individual accountabilities on Breakthrough initiatives
    FEATURE: Past-due tasks are highlight in bold
    FEATURE: One-click access to common planning tools
  • Quarterly Target Reviews:Transparency in Measuring Progress
    Discipline, accountability; need for action reinforced
    Facts are out in the open to deal with reality
    Constraints to goals are clear
    People prepared and motivated to take effective action
    Complete visibility of the organization’s performance
    Accomplishments recognized
    Opportunity to learn the business and expected behaviors
    Quarterly Target Reviews
  • Understand the SHIFT from THEN to NOW
    Inspire Change
    with a
    Shared
    Vision
    ACCESS
    TO DATA
    Create the NOW Mindset
    Quit Bossing &
    Start Teaching
    Leverage the
    Game Changers
    Eliminate
    the Fear
    Social Media
    Cloud Computing
    Millennial Mindset
    Build Total
    Transparency through Quarterly Target Reviews
    ConnectEVERYemployee through measures they can impact
    Achieve real Breakthroughs
    Institutionalize a common method
    for Problem Solving
  • Leadership Team
    Aaron Howard
    President and CEO
    John Bernard
    Founder, Chairman and Author
    Ed Israel
    Vice President of Sales
    Kelly Ferguson
    Vice President of Marketing
  • Addendum
    [Optional section to be customized for each reseller or VAR, if applicable, or deleted.]
  • Sales Targets
    All industries – experience in both private and public sector
    All company sizes
    Need executive level client access
    High level strategic sell
    CEO sponsorship is vital for an enterprise-wide Management System
    Factors that impact pricing (typically project price)
    Client revenue and number of employees
    Operational complexity
  • Pricing Examples
    Current sales range in total from $150-500,000
    Price driven by primarily by organizational size
    Small <500 employees
    Medium <3,000 employees
    Large >3,000 employees
    Example of anticipated sales for small-medium-large organizations
    Fundamentals Map only: $100,000-$175,000-$250,000
    Breakthroughs Map only: $100,000-$175,000-$250,000
    Full NOW Management System: $500,000-$1MM-$1.5MM
    Breakthrough Projects: $50,000 to $250,000 each
  • Pricing Variables
    Factors that impact pricing
    Client revenue and number of employees
    Operational complexity
    Project fee (preferred) or time and materials
    Pricing is subject to reseller’s discretion
    Sales cycle time varies from 3-12 months
    Sales process is very relationship oriented with senior executives
  • Joint Value Proposition
    [Placeholder to be customized for each reseller or VAR, if applicable]
  • Go To Market Strategy
    Conduct series of sales training webinars
    The basics
    Lead generation to closing process
    Advanced concepts and reinforce all prior material
    Start with Advisory Council as early as 8/01
    Send sales kits and map examples in advance
    One-on-one access to Kelly and Ed for whatever support is needed
    Conduct initial webinar for early stage prospects
    Mass Ingenuity is available to participate in joint sales calls for qualified prospects
    Target: At least three engagements valued in aggregate at $500,000
  • Sales Process
    Identify potential companies from your contacts
    Assess interest
    If interested, contact Mass Ingenuity for proposal and sales assistance
    Maintain shared relationship (reseller and Mass Ingenuity)
    Receive normal commission on award redemption
  • Benefits for Reseller Sales Force
    Get in on the ground floor
    Be ready to capitalize on book release (Dec. 6) and intense national PR campaign
    Management System applicable to all size organizations, industries and sectors
    Diversify your offerings
    Strengthen client value add and relationships
    Drive increased revenue and commissions
    Short term revenue and long term annuity
  • A Great Marketing Opportunity!
    BUSINESS AT THE SPEED OF NOW
    Fire up your employees, thrill your customersand crush your competitors
    By John Bernard
    In Bookstores
    December 6, 2011
    “Practical. Useful. Inspiring. Managers and leaders who want to engage the hearts and minds of every employee will find all the tools they need in the pages of Business at the Speed of Now.”
    -- Marshall Goldsmith,million-selling author of MOJO and What Got You Here Won’t Get You There