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

    1. 1. A Business Revolution Calls for a Management Revolution<br />Ed IsraelVP Sales 503.720.0912Kelly FergusonVP Marketing 206.300.7220<br />July 27, 2011 <br />
    2. 2. Who We Are<br />Creators of the <br />A Fully Integrated and Closed-Loop Framework to Drive the Proactive and Disciplined<br />Execution of Routine Work and Initiatives<br />
    3. 3. What We Do<br />Guide leadership teams through the customization and installation of <br />a Management System that dramatically improves business results<br />
    4. 4. Mass Ingenuity Vision, Value Proposition and Customer Benefits<br />Vision<br />Every Opportunity, Every Employee, Every Time<br />Value Proposition<br />We build a direct connection between what leaders envision and what employees deliver<br />Customer Benefits <br />Improve customer experience<br />Accelerate growth <br />Reduce costs<br />
    5. 5. Why Do We Call it the NOW ManagementSystem?<br />The NOW Moment<br />When an employee encounters an opportunity to make a “YES” decision and take action that will move the business toward its goals<br />TIME<br />
    6. 6. ManagementMust Enable Responses to the NOW Moment<br />Every Time<br />Every Employee<br />Every Opportunity<br />
    7. 7. 7 Stages of <br />YESability<br />7. Own the Solution<br /> TOLD PERMITTED EXPECTED<br />6. Own the Problem<br />5. Take Initiative<br />4. Suggest Solutions<br />3. Voice Opinions<br />2. Understand Orders<br />1. Follow Orders<br />
    8. 8. Management’s work must be complete before the NOW Moment arrives<br />
    9. 9. What Management System Does Your Organization Use To Enable NOW Moments?<br />An effective management system needs to:<br />Visually tell every employee how your organization must execute on its:<br />Routine Work (Fundamentals) and Strategic Initiatives (Breakthroughs)<br />Illustrates the enterprise-wide core processes and sub-processes<br />Clearly define the top priorities and strategic initiatives<br />Drive transparency and accountability<br />Tell you in near real-time when a major process or initiative is trending into trouble<br />Improve customer experience, reduce costs and accelerate growth <br />
    10. 10. Improve Customer Experience<br />Reduce Costs<br />Accelerate Growth<br />FUNDAMENTALS<br />Routine Work<br />BREAKTHROUGHS<br />Strategic Initiatives<br />7-Step Problem Solving<br />Quarterly Target Reviews<br />
    11. 11.
    12. 12. Client Testimonials<br />“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<br />“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<br />"If I could go back, I’d have implemented a management system framework before investing in lean.”— State Government Deputy Director <br />
    13. 13. Client Results<br /><ul><li>Global supply chain company reported a 16.7% increase in employee engagement six months after installing their Management System
    14. 14. During a company-wide hiring freeze for the prior 9 months
    15. 15. A manufacturing company leveraged their Management System as a sales tool to win business nationally and to hire top talent
    16. 16. Owner eventually used their system to reduce due diligence time by 40% and received an offer 50% higher than expected</li></li></ul><li>Client Results<br /><ul><li>Large state agency director was applauded by the new governor's transition team for their comprehensive and clear model for running their agency
    17. 17. Agency utilized their Management System and a related Breakthrough initiative to target savings of $1,000,000 in overtime costs</li></li></ul><li>Typical Results<br />Profitable Growth<br />Return on Investment<br />30x<br />24x<br />18x<br />12x<br />6x<br />0x<br />Employee Engagement<br />25-30% Improvement<br />30% Improvement<br />Customer Experience<br />10-15% Reduction<br />20-25% Improvement<br /> 3 6 9 12 15 18 24<br />Waste<br />MONTHS<br />
    18. 18. Typical Client ROI<br />Clients investment is typically returned in 18-24 months<br />Ongoing year after year improvements are achieved at a very significant level<br />As evidenced by Permanente Dental Associates <br />
    19. 19. Dentist<br />Turnover<br />Dentist <br />Idle Time<br />Time to First<br />Appointment<br />Time to <br />Appointment<br />Outcomes vs. Plan<br />Process in Control<br />Dentists Engaged in Research<br />Employee<br />Engagement<br />Dentist Engagement<br />21%<br />9%<br />+46%<br />+68%<br />+22%<br />-46%<br />-41%<br />-50%<br />-20%<br />Concern for Patient Comfort<br />Permanente Dental <br />Associates<br />2008-2010<br />+14%<br />
    20. 20. The Situation<br />Our business and economic revolution calls for a management revolution<br />Yet, most organizations lack a management system to: <br />Accurately inform employees at all levels about their business performance<br />Informs employees where and how to make improvements<br />
    21. 21. “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.”<br />Jeffrey Immelt, CEO, General Electric<br />
    22. 22. Management Waste<br /><ul><li> Ironically, John Bernard discovered that “management” is the most critical process
    23. 23. Yet, management processes receive the least attention and, generally, are very undisciplined
    24. 24. Management is burdened by tremendous waste</li></li></ul><li>All Waste By Sector<br />% of Operating Costs That Add No Value<br />GOVERNMENT<br />40-50+%<br />SERVICE<br />30-40%<br />MANUFACTURING<br />25-30%<br />0 10 20 30 40 50<br />
    25. 25. Quotable Quotes<br />“84% of the errors, inefficiencies, problems, etc., derive from the system and 16% are due to variations in individual performance.” -- W.E. Deming<br /> “Pit a strong performer against a bad process and the process will win almost every time.” -- Rummler & Brache<br />“A leader is someone who helps improve the lives of other people or improve the system they live under.” -- Sam Ervin<br />
    26. 26. The Era of<br />MASS CUSTOMIZATION<br />The Era of<br />MASS PRODUCTION<br />The <br />GREAT<br />RECESSION<br />www<br />1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020<br />
    27. 27. COMPLICATION<br />NOW<br />THEN<br />High Customization Low Cost<br />High Volume Low Cost<br />
    28. 28. THEN<br />NOW<br />DRIVER<br />Managerial Hierarchy<br />Customer Need<br />ORGANIZATION<br />Functional<br />Process Centric<br />DECISIONS<br />Centralized<br />Decentralized<br />IMPROVEMENT<br />Big Ideas<br />Micro-Improvements<br />USE OF DATA<br />Management<br />Everyone<br />PROBLEM SOLVING<br />Ad Hoc, Intuitive<br />Standardized, Fact Based<br />SPEED<br />Slow<br />Fast<br />
    29. 29. Additional Complications<br />High waste and costs<br />Low employee engagement<br />Poor customer experience<br />Low transparency<br />Low line of sight and accountability<br />Slow growth <br />
    30. 30. Eliminating the Sins<br />Unclear Direction<br />No Line-of-Sight<br />Unclear Accountability<br />Inconsistent Language<br />Poor Issue Transparency<br />Inappropriate Resources<br />Inadequate Tools/Skills<br />7<br /> Deadly <br /> Sins<br /> of<br /> Management<br />
    31. 31. C O N C E P T S<br />Eliminate Fear<br />Reduce Variation<br />Pursue Constraints<br />
    32. 32. Digital Natives Grew Up in the NOW<br />Social Good<br />Total Transparency<br />Work/Life Integration<br />
    33. 33. Social Media <br />Sets a new standard for <br />ACCESS<br />Makes the conversation that has been going on anyway, public<br />
    34. 34. Cloud Computing<br />Transforming theCOST of turning data into information<br />The<br />CLOUD<br />
    35. 35. OUR ALIENATED WORKFORCE<br />Actively Disengaged <br />Engaged<br />18%<br />33%<br />Not Engaged<br />49%<br />SOURCE: Gallup Consulting<br />Failing Miserably<br />
    36. 36. Ideas Implemented Per Employee Per Year<br />70<br />60<br />50<br />40<br />30<br />20<br />10<br />0<br />Toyota<br />Motor<br />Company<br />General <br />Motors<br />BANKRUPT<br />1 idea every <br />7 years<br />7<br />June 1, 2009<br />Filed Chapter 11<br /> 1983 <br />
    37. 37. Micro-Ingenuity and Micro Economics<br />An idea that saves:<br />$2.00<br />In a process done each day:<br />10 times<br />By others who do the same work:<br />12 colleagues<br />Who work each year:<br />260 days<br />$62,400 savings<br />
    38. 38. HIGH-ENGAGEMENT ORGANIZATIONS<br />ABSENTEEISM<br />TURNOVER (low turnover org.)TURNOVER (high turnover org.)<br />SHRINKAGE<br />SAFETY INCIDENCES<br />QUALITY (Defects)<br />CUSTOMER RATINGS<br />PRODUCTIVITYPROFITABILITY<br />-37%<br />-49%<br />-25%<br />-27%<br />-49%<br />-60%<br />+12%<br />+18%<br />Difference Between Top and Bottom Quartile Performance<br />+16%<br />SOURCE: Gallup Consulting<br />
    39. 39. ORDER<br />FREEDOM<br />People know how to seize opportunities <br />and solve problems<br />People understand and respect the way the organization functions<br />T<br />R<br />U<br />S<br />T<br />
    40. 40. a count ability<br />…skills to do the job<br />…skills & resources<br /> to solve problems<br /> …authority to take action<br /> …to count<br /> …to number<br /> …to measure<br />
    41. 41. Improve Customer Experience<br />Reduce Costs<br />Accelerate Growth<br />FUNDAMENTALS<br />Routine Work<br />BREAKTHROUGHS<br />Strategic Initiatives<br />7-Step Problem Solving<br />Quarterly Target Reviews<br />
    42. 42. PLAN<br />Organization<br />WORKING<br />IN<br />THE BUSINESS<br />WORKING<br />ON<br />THE BUSINESS<br />Strategy Map℠<br />Department<br />Fundamentals Map℠<br />DO<br />DO<br />Corrective Action<br />Breakthrough Check In<br />Outcome and Process Scorecards<br />Breakthrough Plan<br />Individual<br />ADJUST<br />ADJUST<br />Monitor<br />Monitor<br />FUNDAMENTALS<br />BREAKTHROUGHS<br />Quarterly Target Reviews<br />Routine Work <br />Initiatives<br />CHECK<br />©Copyright 2011 Mass Ingenuity<br />
    43. 43. Routine Work<br /><ul><li>Deliver the routine work with the fewest possible resources
    44. 44. Connect every employee with clear accountability
    45. 45. Transfer skillsand authority to act to those who do the work
    46. 46. Create complete transparency about performance</li></ul>NOW Fundamentals Map℠<br />
    47. 47. Initiatives<br /><ul><li>Create and execute plans proficiently
    48. 48. Communicate rationale, dependencies and risks
    49. 49. Set realistic expectations in line with available resources
    50. 50. Create complete transparency about initiative performance</li></ul>NOW Breakthroughs Map℠<br />
    51. 51.
    52. 52. CUSTOMIZABLE TO MEET ORGANIZATIONAL NEEDS<br />PERSONAL PAGE FOR EVERY EMPLOYEE<br />UP & DOWN LINE-OF-SIGHT<br />FEATURE: Landing page for self-managing performance<br />FEATURE: One-click line-of-sight and transparency<br />VISIBILITY TO MAJOR BREAKTHROUGHS<br />FEATURE: Customizable templates to match identity<br />FEATURE: Major initiative performance transparent<br />INSTANT ACCESS TO KEY DOCUMENTS<br />FEATURE: One-click access to documents that define the organization’s direction<br />REAL-TIME PERFORMANCE DATA<br />FEATURE: Real-time visibility of<br />key-accountabilities performance<br />SEARCHABLE KNOWLEDGE BASE<br />FEATURE: Quick access for every employee to information they need to take effective action<br />CALL TO ACTION AUTOMATED<br />FEATURE: Below-expectation performance highlights call to action/escalation triggers automatically notify management<br />FULL PRIVATE SOCIAL MEDIA<br />FEATURE: In-company social media suite to facilitate NOW action including the full compliment of common social tools including company blogs<br />INSTANT PROBLEM SOLVING SUPPORT<br />INSTANT ACCESS TO ANYONE AND EVERYONE<br />FEATURE: Instant click through to creation of a 7-Step plan for corrective action<br />FEATURE: Private “tweeting” to everyone in the organization or to select levels, teams or departments <br /> ELIMINATE FEAR REDUCE VARIATION PURSUE CONSTRAINTS<br />INSTANT ACCESS TO TEAMMATES<br />FEATURE: Private “tweeting” within the user’s team<br />CLEAR VISIBILITY OF TASKS COMING DUE<br />CALL TO ACTION WHEN TASK PAST DUE<br />IMMEDIATE ACCESS TO PLANNING TOOLS<br />FEATURE: Task engine delineates individual accountabilities on Breakthrough initiatives<br />FEATURE: Past-due tasks are highlight in bold<br />FEATURE: One-click access to common planning tools<br />
    53. 53. Quarterly Target Reviews:Transparency in Measuring Progress<br />Discipline, accountability; need for action reinforced<br /> Facts are out in the open to deal with reality<br /> Constraints to goals are clear<br /> People prepared and motivated to take effective action<br /> Complete visibility of the organization’s performance<br /> Accomplishments recognized<br /> Opportunity to learn the business and expected behaviors<br />Quarterly Target Reviews<br />
    54. 54. Understand the SHIFT from THEN to NOW<br />Inspire Change <br />with a<br />Shared <br />Vision<br />ACCESS<br />TO DATA <br />Create the NOW Mindset<br />Quit Bossing & <br />Start Teaching<br />Leverage the <br />Game Changers<br />Eliminate<br />the Fear<br />Social Media<br />Cloud Computing<br />Millennial Mindset<br />Build Total<br />Transparency through Quarterly Target Reviews<br />ConnectEVERYemployee through measures they can impact<br />Achieve real Breakthroughs<br />Institutionalize a common method <br />for Problem Solving<br />
    55. 55. Leadership Team<br />Aaron Howard<br />President and CEO<br />John Bernard<br />Founder, Chairman and Author<br />Ed Israel<br />Vice President of Sales<br />Kelly Ferguson<br />Vice President of Marketing<br />
    56. 56. Addendum<br />[Optional section to be customized for each reseller or VAR, if applicable, or deleted.]<br />
    57. 57. Sales Targets<br />All industries – experience in both private and public sector<br />All company sizes <br />Need executive level client access<br />High level strategic sell<br />CEO sponsorship is vital for an enterprise-wide Management System<br />Factors that impact pricing (typically project price)<br />Client revenue and number of employees<br />Operational complexity<br />
    58. 58. Pricing Examples<br />Current sales range in total from $150-500,000<br />Price driven by primarily by organizational size<br />Small <500 employees<br />Medium <3,000 employees<br />Large >3,000 employees <br />Example of anticipated sales for small-medium-large organizations<br />Fundamentals Map only: $100,000-$175,000-$250,000<br />Breakthroughs Map only: $100,000-$175,000-$250,000<br />Full NOW Management System: $500,000-$1MM-$1.5MM<br />Breakthrough Projects: $50,000 to $250,000 each<br />
    59. 59. Pricing Variables<br />Factors that impact pricing<br />Client revenue and number of employees<br />Operational complexity<br />Project fee (preferred) or time and materials<br />Pricing is subject to reseller’s discretion<br />Sales cycle time varies from 3-12 months <br />Sales process is very relationship oriented with senior executives<br />
    60. 60. Joint Value Proposition<br />[Placeholder to be customized for each reseller or VAR, if applicable]<br />
    61. 61. Go To Market Strategy<br />Conduct series of sales training webinars<br />The basics <br />Lead generation to closing process<br />Advanced concepts and reinforce all prior material <br />Start with Advisory Council as early as 8/01<br />Send sales kits and map examples in advance<br />One-on-one access to Kelly and Ed for whatever support is needed<br />Conduct initial webinar for early stage prospects<br />Mass Ingenuity is available to participate in joint sales calls for qualified prospects<br />Target: At least three engagements valued in aggregate at $500,000 <br />
    62. 62. Sales Process<br />Identify potential companies from your contacts<br />Assess interest<br />If interested, contact Mass Ingenuity for proposal and sales assistance<br />Maintain shared relationship (reseller and Mass Ingenuity)<br />Receive normal commission on award redemption<br />
    63. 63. Benefits for Reseller Sales Force<br />Get in on the ground floor<br />Be ready to capitalize on book release (Dec. 6) and intense national PR campaign<br />Management System applicable to all size organizations, industries and sectors<br />Diversify your offerings<br />Strengthen client value add and relationships<br />Drive increased revenue and commissions<br />Short term revenue and long term annuity<br />
    64. 64. A Great Marketing Opportunity!<br />BUSINESS AT THE SPEED OF NOW<br />Fire up your employees, thrill your customersand crush your competitors<br />By John Bernard<br />In Bookstores<br />December 6, 2011<br />“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.”<br />-- Marshall Goldsmith,million-selling author of MOJO and What Got You Here Won’t Get You There <br />

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