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?"

1. Process Development for Small Business & Microbusiness The Whys and Hows

2. Part 1: The Whys of Process Development

3. Why Be Concerned with Process? Inefficient processes result in losses of: Time & time-to-market (i.e., competitiveness) Quality Customers Employees Productivity Money

4. Why Be Concerned with Process? - 2 If you don’t know what you do, you can’t: Delegate it Do it consistently Dive in when needed In the (apparent) absence of (business) rules, there are still (business) rules (that are running your business in YOUR stead)!

5. Why Be Concerned with Process? - 3 Ensure continuity of operations Create a culture of ownership & participation Better manage change Increase “predictability” Earn recognition

6. Why Be Concerned with Process? - 4 . . . & ultimately simplify: Training new hires Cross-training existing employees Problem identification Your life as an entrepreneur or small business owner/manager

7. Part 2: The Hows ofProcess Development

8. Identifying Expected Outcomes* What would you like to achieve? How will you know when you’ve reached success in a given area? What value measures or metrics will show improvement/be proof of your success? *This exercise may be conducted separately as part of strategic business planning.

9. Sample Value Measures* Cost per X Average deal size Net effect of delivery time performance Billable hours spent/paid on X Employee churn, recruiting costs & interview time *May vary by industry and/or strategic business goals

10. Identifying Issues Considering current value measures: Where do they lie in the organization? Who has control/responsibility for each metric? How are others affected by each metric? How is strategy impacted by each metric?

11. Identifying Issues - 2 What issues have been defined by your customers as weaknesses? Satisfaction metrics Anecdotal evidence Debrief data Complaints

12. Identifying Issues - 3 What recurring projects: Are most costly to the organization? Take up the most time? Leave you feeling “I shouldn’t be doing this”? Could someone else do at least 75% as well as you? Do you find yourself putting off each time?

13. Overview of an Improvement Project Weaknesses Solution Expected Outcomes PROCESS

14. Overview - 2 Initial weaknesses are: Uncovered by identifying the issues Grouped by relationship Initial expected outcomes are: Identified & defined by management A team is formed to: Refine/clarify weaknesses & outcomes Identify processes for improvement

15. Sample Process Improvement Chart Weaknesses Solution(s) Expected Outcomes RFP losses Higher proposalwin rate (M) Customer contact lag time Faster follow-up (M) WHICH PROCESSES ??? Too much for sales to do Sales feels supported (S) Cannot track ROI back to events Cost per lead data (M) Events are expensive Improved decision-making (S)

16. A Process Solution: Lead Follow Up* 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 Step 2: Sales Admin enters contact data into CRM system & codes; sets reminders *Other process solutions were developed to cover all weaknesses/expected outcomes.

17. A Process Solution: Lead Follow Up - 2 Step 3: Within 48 hours, Sales Reps contact hot leads/prospects as follows: Forward appropriate or latest newsletter Include standard text Include one personalized line Step 4: Sales admin contacts cold leads to set up webinars for Sales Reps within 5 days

18. Other Considerations for Projects Company hierarchy & culture Change management Steps to take given your budget, bandwidth, knowledge, and impact to your business

19. Sample Hierarchy

20. Old School Change Management CHANGE Feedback* *Usually via informal channels &/or limited.

21. Another Approach to Change Change & Feedback Change & Feedback Change & Feedback

22. Taking the First Steps* Education & solution provider selection Brainstorming & stakeholder involvement Data collection Change management Cross-functional team development Internal communication Key process identification *Order may vary based on organizational culture, size, bandwidth, etc.

23. Taking the Next Steps* Key process prioritization Rollout plan development More internal communication As-is and should-be modeling Implementation Kaizen *Order may vary based on organizational culture, size, bandwidth, etc.

24. Getting Started with TDA 15 years in B-to-B, Marketing, & Program Management w/ a passion for quality & process improvement Current VP Marketing/Communications, ABPMP - Phoenix Offers a range of Business/Marketing Solutions & Support to complement your efforts TacticalExecution Project Management ImplementationAssistance Process Development StrategicPlanning

25. Questions? Contact, connect, or learn more: Email: tracy@tracydiziere.com Phone: 602-739-8028 (cell) or 888-789-2072 Twitter: @tracydiziere LinkedIn: http://www.linkedin.com/in/tracydiziere Web: www.tracydiziere.com, www.sitereviewreport.com