Cutting Through the Clutter: Simple Strategies for Long-Term Growth

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Presentation by Evolve Performance Group at the 2012 Mays Summer Learning Seminar.

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  • Validation: Southwest terminals – tvs, AMR investing in 1st class seat installsAlignment: Sysco SAP investment wasted
  • Talking Points:Sales Engagement Drivers – these are odds ratios. These results are based on the composite data from all Advance Group dealers. If someone gave a “5” to People showed genuine enthusiasm for their jobs and for their customers, then they are 5.7 times more likely to be Fully Engaged. These odds ratios identify the most important things a dealership can do to drive Customer engagement. Some things are not easy or able to be “trained in.” The items shown here are likely best achieved in terms of hiring practices and job alignment of the appropriately talented individuals. (Change slide)
  • Cutting Through the Clutter: Simple Strategies for Long-Term Growth

    1. 1. Cutting through the ClutterSimple Strategies for Long-Term Growth
    2. 2. BUSINESS STRATEGIESAT MY ORGANIZATION
    3. 3. There is open communication throughoutall levels of my organization.Strongly StronglyDisagree Agree 1 2 3 4 5
    4. 4. There is opencommunicationthroughout alllevels of myorganization.
    5. 5. My supervisor is an active supporter ofthe changes that affect our group.Strongly StronglyDisagree Agree 1 2 3 4 5
    6. 6. My supervisor isan activesupporter of thechanges thataffect our group.
    7. 7. I am asked for my input regarding the changes that affect my work.Strongly StronglyDisagree Agree 1 2 3 4 5
    8. 8. I am asked formy inputregarding thechanges thataffect my work.
    9. 9. Leaders in my organization help me see howchanges made today will affect theorganization’s future.Strongly StronglyDisagree Agree 1 2 3 4 5
    10. 10. Leaders in myorganization helpme see howchanges madetoday will affecttheorganization’sfuture.
    11. 11. My organization gathered customer data that helped define and form our strategy.Strongly StronglyDisagree Agree 1 2 3 4 5
    12. 12. My organizationgatheredcustomer datathat helpeddefine and formour strategy.
    13. 13. The last business strategy launched by myorganization yielded extremely positiveresults.Strongly StronglyDisagree Agree 1 2 3 4 5
    14. 14. The last businessstrategylaunched by myorganizationyieldedextremelypositive results.
    15. 15. Which barrier to success is most prevalentin your organization? 1. Time 2. Money 3. Short Term Thinking 4. People 5. Fear
    16. 16. Which barrier tosuccess is mostprevalent in yourorganization?
    17. 17. CUTTING THROUGH THE CLUTTER
    18. 18. Evolve’s Strategic Framework
    19. 19. Why Do Strategies Fail? Lack of Validation – Strategies are often designed without customer input that links to business performance Lack of Alignment – Employees are not engaged and fail to carry out the tactics that support the strategy – The corporate culture has not communicated the Importance of the strategy or established clear accountability
    20. 20. Simple Strategy For Long-Term Growth Make validated, data-driven decisions – Validation – Your Customers have positively indicated that the strategy will improve your relationship and increase their spend with you Align employees to deliver on the validated strategy – Alignment – Your employees are on board and fully informed about their role in the strategy
    21. 21. Validating Your Strategy Gather un-biased customer data that either proves or disproves your hypothesis Design your strategies so that they provide value to your customers. Value that will positively impact your organization’s performance
    22. 22. Leveraging CustomerEngagementUnderstanding the Health ofCustomer Relationships to drive yourStrategies
    23. 23. What is Customer Engagement? Your Customer’s psychological commitment to the organization Level of commitment has huge impact on profitability Strategies can be validated by studying “Engagement Drivers”
    24. 24. Why Measure Customer Engagement? Helps us understand what drives business performance with Customers Allows us to understand what conditions must exist to build a better relationship, thereby increasing profitability
    25. 25. Customer Commitment Index (CCITM)• Overall Satisfaction• Likelihood to continue to do business• Likelihood to recommend Loyalty• Organization stands above most others in its commitment to Differentiation customer service• Organization shows Customers Respect they really appreciate their business• Can always trust organization to keep its promises Trust
    26. 26. Driving Customer Engagement – Sales • People showed genuine enthusiasm 5.7 for their jobs and for their customers • My salesperson always put my needs 3.6 first & had my best interest at heart • People made me feel confident they 3.2 Fully can tackle the toughest challenges 2.1 Engaged • How well problem was handled (if had one) 1.9 • People took real pride in being best at what they do; driven to make things (Odds Ratios) better
    27. 27. Aligning Your Organization Leverage the engagement of your employees to drive better performance Create clear expectations and communications so that each employee knows their role Measure the level of employee commitment to gauge the organization’s alignment
    28. 28. Employee EngagementLeveraging the Team to Deliver onthe Strategy
    29. 29. What is your definition of anEngaged Employee?
    30. 30. Active Disengagement…
    31. 31. ActiveDisengagement…
    32. 32. Active Disengagement…
    33. 33. What is Employee Engagement? Employee Engagement = Business Performance
    34. 34. What is Employee Engagement? Psychological/emotional commitment to an organization Engagement happens with each interaction Managers are responsible for each employee’s level of engagement
    35. 35. Why do we Measure EmployeeEngagement? Engaged teams are more productive, profitable, and efficient The level of Employee Engagement can be changed
    36. 36. The Payoff30%20% Turnover 18% 12% 12% High- Low-10% Turnover Turnover Safety Workmanship Absenteeism Orgs. Orgs. Shrinkage Incidents Defects 0% Customer Productivity Profitability Loyalty-10%-20%-30% -27% -31%-40%-50% -51% -51%-60% -62% -60%-70%
    37. 37. Engaged Employees are more willing andable to engage their Customers.Sales teams in the top quartile for“My Engagement” are 3.4 timesmore likely to earn high Customer 3.4 High Sales CustomerEngagement scores than teams Engagementwith lower Employee Engagementscores.
    38. 38. Employee Commitment Index (ECITM) The basics of My Job the workplace My My organization Manager Perceptions ofEmployee loyalty manager behavior and pride My Customers My Team Teamwork, trust Perceptions of Customer care My Growth Perceptions of growth trajectory
    39. 39. Summary Validate your strategies by obtaining Customer feedback that draws a clear correlation between your strategy and business performance Align the organization around the strategy by understanding the state of the work environment, then removing barriers so Employees can deliver on the strategies
    40. 40. Q&A

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