Process Development For Small Business 040610 Tda

3,706 views

Published on

Although many small business owners, managers, and entrepreneurs do not actively seek process development as a solution, broken processes and lack of business rules in marketing, customer service, and sales cost them time, money, customers, and personal satisfaction. This 25-slide presentation answers the questions "Why is Process Development Important for Small Businesses/Microbusinesses?" and "How can Small Businesses/Microbusinesses Improve?"

Published in: Business
1 Comment
2 Likes
Statistics
Notes
  • nice presentation, concise and easy to understand
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Views
Total views
3,706
On SlideShare
0
From Embeds
0
Number of Embeds
200
Actions
Shares
0
Downloads
74
Comments
1
Likes
2
Embeds 0
No embeds

No notes for slide
  • Managing change: Change once and fine-tune as a team vs. top-down, disruptive, frequent changes. People do not like change.
  • Managing change: Change once and fine-tune as a team vs. top-down, disruptive, frequent changes. People do not like change.
  • Process Development For Small Business 040610 Tda

    1. 1. Process Development for Small Business & Microbusiness<br />The Whys and Hows<br />
    2. 2. Part 1: The Whys of Process Development<br />
    3. 3. Why Be Concerned with Process?<br />Inefficient processes result in losses of:<br /> Time & time-to-market (i.e., competitiveness)<br /> Quality<br /> Customers<br /> Employees <br /> Productivity<br /> Money<br />
    4. 4. Why Be Concerned with Process? - 2<br />If you don’t know what you do, you can’t:<br /> Delegate it<br /> Do it consistently<br /> Dive in when needed<br />In the (apparent) absence of (business) rules, there are still (business) rules (that are running your business in YOUR stead)!<br />
    5. 5. Why Be Concerned with Process? - 3<br /> Ensure continuity of operations<br /> Create a culture of ownership & participation<br /> Better manage change<br /> Increase “predictability”<br /> Earn recognition<br />
    6. 6. Why Be Concerned with Process? - 4<br /> . . . & ultimately simplify:<br /> Training new hires<br /> Cross-training existing employees<br /> Problem identification<br /> Your life as an entrepreneur or small business owner/manager<br />
    7. 7. Part 2: The Hows ofProcess Development<br />
    8. 8. Identifying Expected Outcomes*<br /> What would you like to achieve?<br /> How will you know when you’ve reached success in a given area?<br /> What value measures or metrics will show improvement/be proof of your success?<br />*This exercise may be conducted separately as part of strategic business planning.<br />
    9. 9. Sample Value Measures*<br /> Cost per X<br /> Average deal size<br /> Net effect of delivery time performance<br /> Billable hours spent/paid on X<br /> Employee churn, recruiting costs & interview time<br />*May vary by industry and/or strategic business goals<br />
    10. 10. Identifying Issues<br />Considering current value measures:<br /> Where do they lie in the organization?<br /> Who has control/responsibility for each metric?<br /> How are others affected by each metric? <br /> How is strategy impacted by each metric?<br />
    11. 11. Identifying Issues - 2<br />What issues have been defined by your customers as weaknesses?<br /> Satisfaction metrics<br /> Anecdotal evidence<br /> Debrief data<br /> Complaints<br />
    12. 12. Identifying Issues - 3<br /> What recurring projects:<br /> Are most costly to the organization?<br /> Take up the most time?<br /> Leave you feeling “I shouldn’t be doing this”?<br /> Could someone else do at least 75% as well as you?<br /> Do you find yourself putting off each time?<br />
    13. 13. Overview of an Improvement Project<br />Weaknesses<br />Solution<br />Expected Outcomes<br />PROCESS<br />
    14. 14. Overview - 2<br />Initial weaknesses are:<br /> Uncovered by identifying the issues<br /> Grouped by relationship<br />Initial expected outcomes are:<br /> Identified & defined by management<br /> A team is formed to:<br />Refine/clarify weaknesses & outcomes<br /> Identify processes for improvement<br />
    15. 15. Sample Process Improvement Chart<br />Weaknesses<br />Solution(s)<br />Expected Outcomes<br />RFP losses<br />Higher proposalwin rate (M) <br />Customer contact lag time<br />Faster follow-up (M)<br />WHICH PROCESSES ???<br />Too much for sales to do <br />Sales feels supported (S)<br />Cannot track ROI back to events<br />Cost per lead data (M)<br />Events are expensive<br />Improved decision-making (S)<br />
    16. 16. A Process Solution: Lead Follow Up*<br />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<br /> Step 2: Sales Admin enters contact data into CRM system & codes; sets reminders<br />*Other process solutions were developed to cover all weaknesses/expected outcomes. <br />
    17. 17. A Process Solution: Lead Follow Up - 2<br />Step 3: Within 48 hours, Sales Reps contact hot leads/prospects as follows:<br /> Forward appropriate or latest newsletter<br /> Include standard text<br /> Include one personalized line <br /> Step 4: Sales admin contacts cold leads to set up webinars for Sales Reps within 5 days<br />
    18. 18. Other Considerations for Projects<br /> Company hierarchy & culture<br /> Change management<br /> Steps to take given your budget, bandwidth, knowledge, and impact to your business <br />
    19. 19. Sample Hierarchy<br />
    20. 20. Old School Change Management<br />CHANGE<br />Feedback*<br />*Usually via informal channels &/or limited.<br />
    21. 21. Another Approach to Change<br />Change & Feedback<br />Change & Feedback<br />Change & Feedback<br />
    22. 22. Taking the First Steps*<br /> Education & solution provider selection<br /> Brainstorming & stakeholder involvement<br /> Data collection <br /> Change management<br /> Cross-functional team development<br /> Internal communication <br />Key process identification<br />*Order may vary based on organizational culture, size, bandwidth, etc. <br />
    23. 23. Taking the Next Steps*<br />Key process prioritization<br />Rollout plan development<br />More internal communication<br />As-is and should-be modeling<br />Implementation<br />Kaizen<br />*Order may vary based on organizational culture, size, bandwidth, etc. <br />
    24. 24. Getting Started with TDA<br /> 15 years in B-to-B, Marketing, & Program Management w/ a passion for quality & process improvement<br /> Current VP Marketing/Communications, ABPMP - Phoenix <br />Offers a range of Business/Marketing Solutions & Support to complement your efforts<br />TacticalExecution<br />Project Management<br />ImplementationAssistance<br />Process Development<br />StrategicPlanning<br />
    25. 25. Questions?<br />Contact, connect, or learn more:<br />Email: tracy@tracydiziere.com<br />Phone: 602-739-8028 (cell) or 888-789-2072<br />Twitter: @tracydiziere<br />LinkedIn: http://www.linkedin.com/in/tracydiziere<br />Web: www.tracydiziere.com, www.sitereviewreport.com<br />

    ×