Finaly I have managed to continue from my last post…
As a recap, take a look at the Pictochart.
As you are creating your sales plan you need to look at how your organization can support your ambitions. Let’s say you want 100% delivery performance to be your lead argument in sales and you believe you can boost sales by 20%. Even if your company has a track record of 100% on time delivery, a 20% increase could disrupt your current supply setup and you could potentially lose customers long term due to lack of living up to your promise.
To ensure that you have captured the capability of your company in the future and initializing necessary change you can use some of the following tools:
- Value Chain Analysis
- Competence Analysis
- WorkshopsDefine how to work with Systems/Tools
- Define Documents/Workmethods
Value Chain Analysis
Value Chain Analysis is a three-step process:
- First, you identify the activities you undertake to deliver your product or service;
- Second, for each activity, you think through what you would do to add the greatest value for your customer; and
- Thirdly, you evaluate whether it is worth making changes, and then plan for action.
Step 1 – Activity Analysis
The first step to take is to brainstorm the activities that you, your team or your company undertakes that in some way contribute towards your customer’s experience.
At an organizational level, this will include the step-by-step business processes that you use to serve the customer. These will include marketing of your products or services; sales and order-taking; operational processes; delivery; support; and so on (this may also involve many other steps or processes specific to your industry).
At a personal or team level, it will involve the step-by-step flow of work that you carry out.
But this will also involve other things as well. For example:
- How you recruit people with the skills to give the best service.
- How you motivate yourself or your team to perform well.
- How you keep up-to-date with the most efficient and effective techniques.
- How you select and develop the technologies that give you the edge.
- How you get feedback from your customer on how you’re doing, and how you can improve further.
Step 2 – Value Analysis
Now, for each activity you’ve identified, list the “Value Factors” – the things that your customers’ value in the way that each activity is conducted.
For example, if you’re thinking about a telephone order-taking process, your customer will value a quick answer to his or her call; a polite manner; efficient taking of order details; fast and knowledgeable answering of questions; and an efficient and quick resolution to any problems that arise.
If you’re thinking about delivery of a professional service, your customer will most likely value an accurate and correct solution; a solution based on completely up-to-date information; a solution that is clearly expressed and easily actionable; and so on.
Next to each activity you’ve identified, write down these Value Factors.
And next to these, write down what needs to be done or changed to provide great value for each Value Factor.
Step 3 – Evaluate Changes and Plan for Action
By the time you’ve completed your Value Analysis, you’ll probably be fired up for action: you’ll have generated plenty of ideas for increasing the value you deliver to customers. And if you could deliver all of these, your service could be fabulous!
Now be a bit careful at this stage: you could easily fritter your energy away on a hundred different jobs, and never really complete any of them.
So firstly, pick out the quick, easy, cheap wins – go for some of these, as this will improve your team’s spirits no end.
Then screen the more difficult changes. Some may be impractical. Others will deliver only marginal improvements, but at great cost. Drop these.
And then prioritize the remaining tasks and plan to tackle them in an achievable, step-by-step way that delivers steady improvement at the same time that it keeps your team’s enthusiasm going.
SIPOC is a way to map your processes, use it to break down your value chain.
S (supplier): Entity that provides input(s) to a process
I (input): All that is used (mostly as variables) to produce one or more outputs from a process. It is worthwhile to note that infrastructure may not be considered as inputs to a steady-state process since any variability induced by such elements remains fixed over longer periods of time. (Exceptions include new infrastructure being introduced or a greenfield project.)
P (process): Steps or activities carried out to convert inputs to one or more outputs. In a SIPOC, the process steps are shown at a high level.
O (output): One or more outcomes or physical products emerging from a process.
C (customer): Entity that uses the output(s) of a process.
To explain SIPOC in good way will add too many pages to my blog. I found this site helpful in explaining how to use the model. It may seem complicated, but you do not have to follow it too 100%. Find a levelel that gives you an overviewof the process you want to define.
To be able to execute your sales plan what competence do you need. Not only in your sales force, but in the entire value chain. From a value chain perspective, you may demand change in competence from product development to new transportation methods.
Understand and identify opportunities (and limitations) in competence and companay capabilities end-to-end, that will impact your business’ development. Define what is needed to deliver to the wished position, growth and change drivers.
If you have structured your Value Chains (Customer processes), created SIPOC charts for each process, you now need to connect the competence you need and compare it to the competence you have.
- What are our strengths to build on?
- What necessary competence do we lack that have significant impact on our business forward? Competence gaps linked to business risks?
- How do we create learning in the Business?
- How to organize and lead for success?
- Example of areas: competence needs end to end and competence needs both for generalist and specialist competence.
These first tools work really well as workshop material. Don’t do this on your own! Lean is about empowering the people performing the work, and involving them is crucial for your success! This can also be used when creating your sales plan…
Remember to have a clear goal with your workshops!
Workshops without clear goals is a coffee break. Nice to sit there chit chatting, but it is not productive.
Have you got the right scope of the workshop?
It is also important not to take on too big a topic. The group needs to be able to get a handle on the subject.
Be clear in the invitation!
If the people attending need to prepare, you need to tell them and you need to give them time to do so. This will also set how people prioritize your workshop. If the invitation is fuzzy, the turnout will probably not be that good.
Invite the right people!
If you have done your homework you will secure that the right competences, organizational levels and types of personalities are present.
Meet at place that suits your workshop/group!
Staying at the office is a great way to kill creativity and focus. Find a place where you have the amount of rooms you need, if you for instance plan to split the group in small groups
Create an Agenda!
Now that you know your primary objective and who will attend, you can start to develop an outline of how you’ll achieve the workshop’s goal.
- Main points– Create a list of main points to discuss, and then break down each larger point into details that you want to communicate to your audience.
- Visual aids– List the visual aids, if any, you’ll use for each point. If you need technical support, this helps the people providing it to determine where they need to focus their efforts.
- Discussions and activities– Take time to list exactly which group discussions and activities you’ll have at which point in the workshop. How much time will you allow for each exercise?
Remember, the more detailed your plan, the more you’ll ensure that your workshop will run to schedule – and be successful
Make sure you have a Follow-up Plan
The only way to find out if your workshop was a success is to have an effective follow-up plan. Create a questionnaire to give to all participants at the end of the event, and give them plenty of opportunity to share their opinions on how well it went. Although this can be a bit scary, it’s the only way to learn – and improve – for the next time.
It’s also important to have a plan to communicate the decisions that were reached during the workshop. Will you send out a mass email to everyone with the details? Will you put it on your company’s intranet? People need to know that their hard work actually resulted in a decision or action, so keep them informed about what’s happening after the workshop has ended.
Define how to work with Systems/Tools
If you are making changes to your Sales Plan, or if there are effects on the organization, make sure your system users are up to date on how they enter or use system information.
Make sure you involve are your super users and system owners in the process of changing the way the organization works, the products you are selling and or the services you intend to introduce.
Remember that systems have limited flexibility and that though you may find a change insignificant, it can be close to impossible to do without changes to the system environment. Also remember that these changes can take a long time to implement and failing to bring the systems in early in the process is a sure way of failing before you even got started.
Define Documents / Work methods
If you are changing the way you work, make sure you have defined how you want the people in your organization should work in order to make the work easier, reduce errors and make the task repeatable with the same results every time. It may seem obvious when you just agreed that something should be done in a certain way, but down the line you will be glad you took the time to make the task clear.
The same goes for documents. Make sure templates are ready, certificates prepared, legal documents written and approved and agreements made with external parties.
The Plan of Execution
So I have listed all these tools, what are you supposed to do now? You need to look at what you want to do and what you can and write down what you will do. It is about finding the easy executions, the necissary and painful challenges and the ambitions you will need to put off for the future because they are just to damn difficult to pull off…this year. Remember that it does not end here, it begins here! Knowing your organizations limitations and possibilities is the only way to move forward. It is just a matter of putting a plan together and to set it in motion…