Three Business Process Improvement Tools to Improve Planning outcomes - SalesNet - October 2014

Sandra Whittingham | Director | www.salesnet.ltd.uk
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Three Business Process Improvement Tools to Enhance Planning Outcomes
TELEPHONE: 020 8334 4250 FAX: 020 8334 4297 EMAIL: admin@salesnet.ltd.uk ADDRESS: SalesNet Ltd 32 Falstaff House, Bardolph Road, Richmond, Surrey, TW9 2LH, UK
SalesNet Business Process Improvement

TELEPHONE: 020 8334 4250
FAX: 020 8334 4297
EMAIL: admin@salesnet.ltd.uk
ADDRESS: SalesNet Ltd 32 Falstaff House, Bardolph Road, Richmond, Surrey, TW9 2LH, UK
Success starts with planning
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Success starts with planning – make the planning process as effective as possible. This presentation looks at three specific tools for success:
•The Value Proposition Statement
•The Problem Context Diagram
•Consensus Decision Making

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1. The Value Proposition Statement

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1. Value Proposition Statement
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A mission statement describes the soul of a brand. If you are not a big-name brand, but still want to articulate exactly what your business does – create a Value Proposition Statement.

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Mission statements – some examples
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•To bring inspiration and innovation to every athlete in the world.
Nike:
•To be the most customer-centric company in the world, where people can find and discover anything they want to buy online.
Amazon:
•Provide a global trading platform where practically anyone can trade practically anything.
Ebay:

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Value Proposition Statement
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The Formula:
To deliver (a product or service) to (the customer) with (key attributes) so the customer can effectively achieve their objectives whist meeting (all external constraints).

Value Proposition Example
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An example: A Design Agency Key attributes
•Award winning creative team
•Skilled in multimedia formats
•Strong, dedicated account management
•Business-to-business specialist

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Value Proposition Example
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To provide branding, marketing collateral and website design to business-to-business customers with the skills of a professional team of award winning designers, so that the design work will be original, have high impact and is guaranteed to be delivered within time and budget constraints.

Value Proposition Statement
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Work out your key attributes and complete the formula: To deliver (a product or service) to (the customer) with (key attributes) so the customer can effectively achieve their objectives whist meeting (all external constraints).

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1. Value Proposition for Schools
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Remember:
•Seek all senior colleagues input when deciding on key attributes
•Research your findings to make sure others perceive your key attributes as you do
•Be prepared to change your opinion if needed
Value Proposition - summary

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When researching your attributes – be aware
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•Basic requirements that may not be specifically requested but will cause dissatisfaction if they are not met
Expected
•The requirements most likely to be requested by customers and will be shaped by previous experience. Make sure you understand why this has been requested.
Wanted
•The customer will never ask for these but when they receive them they are truly delighted
Delight Factors
Delighting the customer requires a certain type of knowledge

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2. The Problem Context Diagram

Problem Solving – errors are magnified through a process - solve them early
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2. Problem Context Diagram
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The Problem

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Problem Context Diagram
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The Problem
The Process where we see the Problem

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The Problem
Upstream Process
Upstream
Process
Upstream
Process

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The Problem
Upstream
Process
Upstream
Process
Upstream
Process
Downstream process affected

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A hypothetical problem:
The contact lists produced by the CRM / MIS for marketing purposes are inconsistent with some data fields missing and some information in the wrong fields. Marketing initiatives are being jeopardised.

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Success begins with planning
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Inconsistent Data
Incomplete data details when lists run for marketing initiatives
Data entry
Fill in Application forms
Inputting agent forms
Running queries
Addressing envelopes
Mail merging name badges

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Problem Context Diagram - Example
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Selecting priorities:
•Identify the few (20%) upstream processes that contribute most (80%) to the problem
•Identify the few (20%) downstream processes that are most (80%) affected by the problem Improve the upstream processes and measure the effect on the down stream processes.

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Problem Context Diagram - Rules
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Guidelines for selecting priorities:
•Do prejudge the reasons giving rise to the problem
•Identify the process that directly delivers the problem (or where the problem is seen) if many, then the main one
•Identify processes that are upstream of the problem process
•Identify the processes downstream that are affected by it

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3. Consensus Decision Making
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What goes wrong?
For a project to be successful all people involved must want to participate.

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WHAT STOPS US
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3 Consensus Decision Making
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Research by Jack Gibb
Reasons for Project Failure

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3. Consensus Decision Making
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Work hard to communicate what has to change:
•Include as many colleagues as is realistic within the decision making processes
•Create mechanisms for feeding outcomes back to represented groups
•Listen to what all parties have to say – equally
•Apply a final decision rule
•Use supportive behaviour to counter defensiveness

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GIBB'S Categories of Defensive & Supportive Communication Behaviours
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EVALUATION:
• Judgmental statements indicating a lack of regard for the other. subtext. "I don't value you.“
• responses: counterattack, justification, defensiveness, abandon, communication
DEFENSIVE
SUPPORTIVE
DESCRIPTION:
• Neutral statements describing the behavior, giving it context and reporting its impact on you. "When you put me down in front of others, I feel humiliated.“
• supportive language: "I” factual vs. inflammatory language
CONTROL:
• Speaker imposes solution(s) without regard to the needs or input of the other.
• subtext "I know better than you what you need."
PROBLEM-ORIENTATION:
• Collaboration on a solution that is satisfactory to both.
• win-win supportive language: asks instead of Tells responses: sabotage, resistance "What do you think?"

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STRATEGY:
• Manipulation subtext., "I don't trust you or our relationship enough to be direct.“
• responses: resentment, resistance
DEFENSIVE
SUPPORTIVE
SPONTANEITY:
• (honesty) Direct communication with no underlying agenda
NEUTRALITY:
• Indifference to speaker's plight. subtext 'What is going on with you doesn't matter to me."
• responses: resentment, hurt, defensiveness
EMPATHY:
• Verbal and nonverbal displays of support.
• supportive language: reflective listening, paraphrasing

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SUPERIORITY:
• Speaker reminds you frequently of her perceived greater status. subtext "I am someone. You aren't."
• responses: delight in speaker's failures
DEFENSIVE
SUPPORTIVE
EQUALITY: Speaker may have greater talents, but communicates that she sees you as having equal worth as a person
CERTAINTY:
• Sees one way: MY WAY! Has low tolerance for disagreement. subtext "I'm right, you're wrong."
• responses: debate, delight in proving speaker wrong
PROVISIONALISM (flexibility):
•Would rather investigate than debate. Acknowledges others' views.
• supportive language: "perhaps" "maybe" "This is how I see it." questions

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Summary
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1.Value Proposition Statement – capture the essence
2.Problem Context Diagram – find the root causes
3.Consensus Decision making – do it together

Sandra Whittingham | Director | www.salesnet.ltd.uk
sandraw@salesnet.ltd.uk | 020 8334 4251
___________________________________________________________________________________________________________________ SALESNET
Three Business Process Improvement Tools to Improve Planning Outcomes
TELEPHONE: 020 8334 4250
FAX: 020 8334 4297
SalesNet Business Process Improvement

Three Business Process Improvement Tools to Improve Planning outcomes - SalesNet - October 2014

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