Process Development For Small Business 040610 Tda
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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?"
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Process Development For Small Business 040610 Tda
- 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
Editor's Notes
- 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.