World-Class Sales Processes & Methodologies – Insights into How to Achieve Sales Process Excellence

 

World-Class Sales Process

World-Class Sales Process

What you will quickly learn in this blog article:

  • The value and ROI of having a world-class sales process.

  • The top 10 benefits to having a clearly articulated sales process and associated methodology.

  • The specific components & elements within each detailed sales process that enables the sales team to maximize their effectiveness.

  • Sample sales metrics that should be collected as part of an overall sales process.

  • How a sales process helps align corporate communications and actions toward winning each and every sale.

  • How to infuse sales best practices right into your sales process at every stage of the sales cycle.

  • How to ensure all levels of the sales teams actions are coordinated in terms of communications, hand-offs, approvals, sales readiness, etc.

  • How a leading practices sales process will actually ensure that you deliver an optimum customer experience where customers will buy more and become loyal.

  • How a best practice based sales methodology will ensure your sales team is fully accountable for results and for the sales funnel.

  • Why a sales process can make it easier to on-board, train and retain a high performing sales team.

  • What critical sales process steps you can be automated once the sales process is fully developed and why sales automation alone (out of the box) won’t deliver sales process excellence.

  • How you can leverage artificial intelligence and robotic process automation (RPA) to offload mundane, lower value tasks from the sales team.

  • Proven and effective sales best practices I have diffused at various Fortune 500 company clients.

 

B) The Top 10 Reasons Developing & Maintaining a World-Class Sales Process is valuable for you and your company:

  1. Holds Sales Team Staff and Management Accountable

By having performance measures and toll gates baked right into the overall sales process, you can hold team members accountable for reaching select performance levels at each phase of the sales process

 

  1. Provides a clear & proven path for sales reps to close deals.

By having clearly defined best practice based steps and milestones that guide sales team members, from prospecting to proposal presentation, your company can avoid losing sales deals due to disorganization.

  1. Increases sales organization collaboration & synergy

World-class sales processes contain within them the definition of your entire sales communication process including the roles of each department supporting the sales process. This feature of the sales process definition ensures everyone is on the same page and collaborating and communicating at each critical juncture of the sales process to ensure the sale is won.

  1. Enables more efficient and effective on-boarding of new sales members

A standardized sales process makes training sales reps fast, simple, and nearly foolproof, by showing salespeople what they need to do in various sales situations without having to tie up the sales manager in the (re) training process. In addition, when the entire sales team is following the same road-map, any member of the existing sales team can pass on their knowledge and guidance to new hires.

 

  1. Provides the ability to constantly improve sales processes and methods.

Successful sales teams continuously refine their sales processes based on the collection of measurable data and constant feedback that will be built right into any world-class sales process. For example, understanding where most of your sales deals are getting bogged down or lost can help you identify the root cause of why those deals were stalled or lost and take steps to re-engineer the sales process. Without a process in place, deals are simply won or lost, and it’s hard to know which specific actions are succeeding or failing.

  1. Delivers better forecasting with higher predictability of sales and revenue.

A repeatable sales process provides sales teams with greater consistency in winning deals. Having a more accurate sense of your overall sales win rate enables your company to dependably forecast how many sales you’ll close from a given number of leads, and helps sales managers set realistic team member sales quotas.

  1. Drives more qualified leads, increased lifetime value, revenue and profitability

A well honed sales process also enables your sales team to be more effective at filtering out low-potential leads and identifying prospects that are most likely to purchase your product. Generating greater volumes of higher-quality leads shortens your sales cycle and reduces the effort wasted on lower probability sales deals.  This also ensures that your sales team focuses its efforts on the activities that deliver the most revenue and the highest levels of profitability.

  1. Enables improved communication between sales and supporting teams.

By having your sales team speaking a common company language (vs. sales specific) it can enable better collaboration among sales team members and with supporting company departments. A standardized best practice sales process contains common steps and common language that delivers simplified inter-company communication, reduces inter-departmental confusion, and enables your accounting, customer service, fulfillment, and marketing teams to provide the right sales actions and content at the right time. The following chart is an example of developing a framework for how various sales team members communicate, share and update information, etc.

Sales Organization Roles, Responsibilities, Communications

Sales Organization Roles, Responsibilities, Communications

 

         9. Provides greater measurement of sales team performance

When a sales team has no standardized sales process to follow, it is difficult to measure anything except for wins and losses. A standardized sales process has built into it more data measurement points at each phase of the sales process, allowing for deeper analysis of key sales performance metrics and targets.

        10. Delivers a better overall customer experience.

When a sales representative pressures a prospect into a sales stage they are not comfortable with, it can create mistrust, which can negate the sale and damage the relationship with the buyer. A standardized sales process ensures that sales team members and managers do not advance the sale until the prospect is ready to move forward.  A best practice sales process also is designed to reflect how each prospect (customized via prospect analytics and profiling) would want to move through the buying process, and making sure each step is designed (customized) to generate maximum trust and value. In this manner the sales process enables sales teams to deliver an optimum and positive customer experience during each sales phase.

 

C) Global Sales Major Process Definition

World-Class Sales Process Framework

World-Class Sales Process Framework

The above is a sanitized version of the highest level sales process architecture I developed for a global consumer products company. This “level 1” foundation sales process architecture depicts the major processes and supporting processes for the overall company sales process. Each of these major process modules will each be further broken down in detail until the actual process steps, procedures and policies are of sufficient detail that they can be clearly followed by all sales stakeholders (sales manages, sales team members, departments supporting the sales team, senior management, etc.).

Level 2 Process Flow, Sales Planning & Forecasting

Level 2 Process Flow, Sales Planning & Forecasting

D) Sales Process Detailed Definition – Responsibilities and Major Processes

Breaking down the major 1.0 level sales process, we flow into the next level of detail for the S.1.0 process which is “Planning and Forecasting” for sales.

Level 2 / 3 Sales Process, Update Sales Forecast

Level 2 / 3 Sales Process, Update Sales Forecast

Within the “Planning and Forecasting” module we depicted the major coordination and communications that occur with this Level 2 process. The horizontal subdivisions (a.k.a. swim lanes) shows a high level breakdown of responsibilities within the sales organization and between the various functions, regions, etc.   This was important for this client since it mapped out who did what and at what level to end up with either a new or revised sales forecast.

Level 3 Sales Process, Update Sales Forecast

Level 3 Sales Process, Update Sales Forecast

E) Sales Process Detailed Definition – Steps, Decision Support, KPIs, Best Practices, Key Metrics

Using the “Updated Forecast” process as an example, we then show the level 3 detail of this sales process.

Level 3 Sales Process, Update Sales Forecast

Level 3 Sales Process, Update Sales Forecast

As shown above, typically a level 3 or 4 process flow contains the sales process detail for it to be actionable by the sales team and supporting team (accounting, IT, fulfillment, product management, customer service, etc.).

Level 3 Sales Process, Update Sales Forecast : Specific Elements

Level 3 Sales Process, Update Sales Forecast : Specific Elements Detailed

F) Detailed Sales Process – Definition of each step & components:

Let’s examine each of the 4 major elements of this level 3.0 process flow titled “Update Forecast”.

The first element we examine is the flow from another detailed process step,  “Review Period to Date Results”,  that has a number of inputs that into this process step “Update Forecast” at the Division level that include (sample) the following sales period to date information:

  • Projected sales volume vs. actual results

  • Sales representatives goals vs. actual results

  • # of closed sales deals and at risk-deals vs. planned

  • Profitability per deal vs. target

  • Total revenue and profit for all cumulative sales deals vs. target

Sales Process Step 1 Detailed, Update Sales Forecast
Sales Process Step 1 Detailed, Update Sales Forecast

The 1st process element we examine is the examination and decision based on actual vs. planned period to date sales KPIs as follows:

  • Are we maintaining an upward linear growth rate as planned

  • Previous year same month sales vs. current month

  • Overall sales generated sales velocity ($$ per day, week, month) deltas

Sales Process Step 2 Detailed, Update Sales Forecast

Sales Process Step 2 Detailed, Update Sales Forecast

If key sales planned period to date KPIs are at risk based on a certain threshold, we move to the 2nd element where we update a number of pre-determined KPIs that are critical to ensuring we have an accurate sales forecast. In this sample, my client decided that these are as follows (sample):

  • Sales targets

  • Key sales assumptions (totals and per deal)

  • Sales benchmarks (top performance vs. average vs. lagging)

  • Sales process (i.e. adjust at-risk deal processes to match on the ground situations for each deal)

  • Sales team accountability plans (adjust according to 1-4 above).

Sales Process Step 2A Detailed, Update Sales Forecast

Sales Process Step 2A Detailed, Update Sales Forecast

If they are not at major risk, we might update a few smaller parameters and then move onto process step 2A.

Sales Process Step 3 Detailed, Update Sales Forecast

Sales Process Step 3 Detailed, Update Sales Forecast

The 3rd process element we examine is the examination and decision based on sales project results for period end KPIs as follows (sample):

  • Are lead flow projected rates at previously forecast levels?

  • Are the numbers of late stage sales deals on track to close in the period end (monthly for my client)?

  • Based on the deals closing in #2 above, does the aggregate revenue for those deals match the projected forecast for period end?

  • Specific to this process step, we have an embedded best practice “BP”. This best practice details that if pipeline coverage of sales representatives drops below 85%, an automated process (with its own set of best practice procedures), kicks off titled “Recovery Plan S.1.0” that will return coverage of pipeline to 100%.

Sales Process Step 4 Detailed, Update Sales Forecast

Sales Process Step 4 Detailed, Update Sales Forecast

If key sales project results for period end KPIs are at risk based on a certain threshold, we move to the 4th element where we simply update the key sales projections and KPIs based on investigating and validating actual sales actions, feedback, roadblocks, prospect and customer actions, etc. These include (small sample of actual client metrics) the following:

  1. At-risk deals (#’s, specific names, assigned representatives, etc.)

  2. Top deal watch list (revenue and margin #’s, names/clients, roadblocks, action plan status, etc.)

  3. Low sales performer watch list (names, action plans, mentor-ships, etc.)

Sales Process Step 4A Detailed, Update Sales Forecast

Sales Process Step 4A Detailed, Update Sales Forecast

If there are no major risks, we might update a few smaller parameters and then move onto process step 4A where we simply exit this process and enter another downstream process. 

Sales Process Step G (Global Process Best Practices) Detailed, Update Sales Forecast

Sales Process Step G (Global Process Best Practices) Detailed, Update Sales Forecast

A global element in this update forecast process is the embedded best practices that have been developed as a result of evolving the sales process continuously. These include (small sample):

  • Flagging the top 5 (based on revenue, important to company) at-risk sales deals.

  • Performing a weekly review of at-risk sales deals and coming up with an action plan for each, taking into account any sales process changes made above in element 3, step 4).

  • Updating the following metrics, key for sales management visibility:

  1. Number of at-risk deals weekly, monthly, YOY, etc.

  2. The success ratio of closed top deals vs. top deals lost.

  3. Average sales cycle duration & actual sales representative time spent selling.

Other Key sales metrics for the overall sales process to consider:

  1. Overall sales win rate.

  2. Average deal size.

  3. Lead average follow-up time. (The time a lead is received until a sale representative follows-up)

  4. Sales by lead source (important marketing to sales metric).

  5. Quota achievement % total and by sales representative.

  6. Based on a-c (and more) above, what are the action plans and automated workflows that need to be created to enact updated performance plan metrics?

 G) Sales Process Automation:

There is a huge difference between sales automation and sales process automation. Just because you purchased leading tools like Salesforce, Microsoft, Oracle, Zoho, etc. does not mean it will conform or deliver a highly automated sales process right out of the box. These tools can be customized to accommodate the automation of your sales process, but will take additional $$, effort and potentially additional licenses that you may not have accounted for in the initial expenditure of funds and resources. This step is as important as purchasing the package since without easy to use functionality and processes that aid the sales effort, the tool will be considered more of a hindrance that a help.

You will also need to automate your sales process via a number of other supporting tools that salesforce automation software packages are not optimized for out of the box such as the following:

  • E-mail process automation like triggered responses to new lead inquiries or automated bots on the website to interact and respond to simple initial inquiries.

  • Report generation being triggered based on system parameters, timing and critical thresholds being reached. Add on packages like Adobe, Tableau, Microstrategy, Oracle BI, SAS, Sisense, etc. all are great packages that can be added to bring additional horsepower to your sales analytics and reporting capabilities.

  • Artificial intelligence and robotic process automation (RPA) can aid in the performance of sales tasks such as lead distribution, auto-populating CRM systems via intelligent voice capture and data mining following a phone sales call.

  • Pipeline & Order Management – tools like Vendasta can help automate the management of your pipeline and order management.

H) Other Sales Best Practices to Kick Your Sales Volume & Success into Overdrive:

While these are not related to the above sales process per say, I have included these as they are sales related and **some** clients choose to implement these practices, processes:

  • Analyze sales rainmaker activities & behavior and then replicate their best practices back into the overall sales process, training, activities, sales approaches. In this manner good sales reps move up to rainmaker performance, average sales reps move up to good performance, etc. I did this for a major U.S. insurance company a few years ago and it improved their overall sales performance by 32%!

  • Develop a referral incentive system with your existing customers as existing customer referrals are likely to close 50+% of the time, with strong personal referrals with testimonials likely to close at 80+%. Compare this to warm leads at <30% and cool leads at <15%. I did this as the SVP of Operations at a startup and it catapulted our sales from <$1m to over $3m in just 8 months.

  • Develop a network of complimentary re-sellers (a.k.a. channel sellers) of your services where the products and/or services you sell are complimentary to the re-sellers normal line business. For example, a firm that sells cultural improvement and/or leadership development services should be seeking out an HR consulting firm to resell their services since the HR firm is uncovering these needs on a regular basis with generally nowhere to turn for servicing unearthed client needs. The HR consulting firm would then net a commission (5-10%) for merely opening the door to the new sales opportunity for the leadership development firm. Analogous to this on the web is affiliate sales and marketing. 

  • Invite satisfied customers to participate in the brand: guest blogger, posting testimonials, reviewing new concepts, products and/or services, participating on a Customer Advisory Board (e.g. top customers), etc. Studies have shown that the more they are invited to participate in the brand’s success, the more likely they are to share your brand’s success.

  • Let your existing customers know about your sales wins: The more your customers see you succeed and the strides your are making in the marketplace, the more likely they are to share these positive news stories. Examples: xyz company is winning contracts left and right, they must be doing something right, xyz is on fire, xyz services are selling like hotcakes, etc.

Related to the above topic, does your organization need consulting assistance developing and implementing a world-class sales process or any of the following: associated services?

  • Replicating the processes and behavior of your sales rainmakers to the rest of the sales team?

  • Infusing a set of sales cross-industry leading practices in your existing sales process?

  • Developing a best practice sales measurement and metric system?

  • Automating the sales process to offload the non-value sales tasks from your sales team so they can focus on meeting with prospects/customers and closing deals?

  • Investigate how to apply Artificial Intelligence (AI) and Robotic Process Automation (RPA) to sharpen your sales insights, targeting, lead generation flow, etc.?

If so, give me a call, I call help you implement sales process excellence that will  enable you to surpass your competition and bring your organization to the next level of sales performance and revenue.

Lastly, this is just one article of nearly 50 total I have written on Customer strategy, CRM, marketing, product management, competitive intelligence, corporate innovation, change management – all of which I have significant experience in delivering for Fortune 500 companies.  In fact, my blog is now followed by nearly 120,000+ world-wide and was just named one of the top 100 CRM blogs on the planet by Feedspot, alongside Salesforce.com, Infor, Microsoft, SAS, etc. – Reference this informative site here: https://blog.feedspot.com/crm_blogs/

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Measuring Merger & Acquisition (M&A) Cultural Risk and Compatibility (Target, Acquirer)

In this blog article, you will quickly learn the following:

  • What is the #1 success factor for M&A deals to succeed?

  • What are the top reasons M&A deals fail in terms of delivering the expected ROI?

  • The typical best practice M&A process and how this misses and/or plants a culture compatibility “ticking time bomb” that leads to the deal’s eventual failure.

  • The underlying reasons M&A deal makers are actually trying to hide these hidden M&A cultural time bombs that will leave them making top $$$ while leaving you holding an empty bag of cash in which cultures collide and chaos ensues

  • How pre-deal cultural compatibility & risks can now be measured!!

  • Examples of pre-deal measurement of Cultural Risk in M&A Deals

  • How to identify acquirer & target pre-deal cultural types

  • How to identify pre-deal culture conflict points

  • How to identify pre-deal cultural synergies (acquirer-target)

  • How you can actually change your M&A process to include pre-deal measurement of cultural risk and compatibility prior to deal closure!

Top Factors for M&amp;A Success

Culture is top factor in M&A Success

We all know in our gut or have heard that culture is a top factor that either makes or breaks a M&A deal. Above is the proof that it actually is #1.

Top Factors in M&amp;A Failures

Culture is a Main Factor as to Why M&A Fails

 

We also all have heard numerous stories as to how Culture consistently has made mergers a disaster, resulting in minimal or negative M&A deal return! Above is proof that culture is a top reason for M&A failures (reasons #2, #3, #4 & #8).

Typical M&amp;A Deal Lifecycle

Culture Is Typically Ignored Until Post M&A Deal

Yet, when we examine supposed best practice M&A process life-cycles as above, we are hard pressed to find where culture is even a consideration and cultural compatibility examination most likely comes post-deal closure when it is too late. Examining whether the two cultures will work well together post-deal is like trying to stop an accelerating train from crashing into the station at 150 MPH with less than a mile to go.

Measurable M&amp;A Cultural Compatibility Analysis Now Available!

Enter the new Cultural Measurement Tool, CultureTalk

Many that I speak to say that the main reason culture is ignored vs. the financials is that the deal makers want to profit from the transaction and are opposed to alerting the acquiring company of the latent risks.  

It is therefore mostly assumed that cultural incompatibility can be ‘managed’ via heavy handed company directives post-deal.  It lastly assumes that the ability to measure and quantify pre-deal cultural (in)compatibility is not possible. That last statement was most certainly true until culture analysis tools like CultureTalk were recently introduced to the marketplace.

First, some background on how CultureTalk was formulated. CultureTalk, is based on the work of Swiss psychotherapist Carl G. Jung who believed that human behaviors are guided by the same inner roadmap and by shared Archetype patterns.  CultureTalk answers the question ‘Who are we?’ in terms of which specific Archetype (1 of 12) best defines our overall organization.  CultureTalk also offers a companion tool to measure the Archetypes of individuals, which takes the work deeper and allows leaders to understand how their personal styles are contributing to success or conflict.

There aren’t good or bad Archetypes, but each has a strength and shadow side that we need to understand in order to drive maximized organizational effectiveness and this is especially true when merging two different Archetypal cultures.

Here is an overview of each of the 12 Archetypes:

CultureTalk Assigns Organizations (and Individuals) to 1 of 12 Archetypes

Based on Analysis Insights, CultureTalk Assigns Organizations (and Individuals) to 1 of 12 Archetypes

*Above Graphic courtesy of CultureTalk

Each of the 12 Archtypes above comes with a set of predominant strengths (shown above) and shadows that need to be understood and managed.

CultureTalk Measures M&amp;A Cultural "Behavioral Gaps"

M&A Acquiring Company & Acquired Company Cultural & Gap Analysis

*Above Graphic courtesy of CultureTalk

By performing an organizational CultureTalk assessment, M&A Deal makers and stakeholders can quickly determine the risks, compatibilities and behavior gaps that need to be managed.

M&amp;A Culture Conflict Analysis

CultureTalk Identifies Potential (Pre-Deal) M&A Culture Conflicts that need to be Managed

*Above Graphic components courtesy of CultureTalk and Brand Foundations

By performing an organizational deep dive assessment, M&A Deal makers and stakeholders can unearth all potential train wrecks that typically cause M&A deals to fail and then develop an action plan on how to manage these pending collision points to win-win scenarios (target company, acquirer).

Potential M&amp;A Culture Conflicts - Revealed, Pre-Deal

Actual Cultural Conflict Points for a Recent US M&A Deal

*Above Graphic courtesy of CultureTalk and Brand Foundations

By performing a culture quadrant conflict analysis, M&A Deal makers and stakeholders can identify and isolate the specific points where merging cultures are very likely going to collide. They can then develop an organizational mitigation design and organizational development road-map to carefully and judiciously manage to these conflict points. Without this, I have witnessed the meltdown of M&A deals and, most importantly – the death knell of companies, the rapid defection of customers at a non-sustainable long-term rate (hence my CRM connection to M&A and Culture).

 

CultureTalk Measures M&amp;A Cultural Synergies or "Connections"

CultureTalk Measures M&A Cultural Synergies or “Connections”

*Above Graphic components courtesy of CultureTalk and BrandFoundations

By performing a culture quadrant synergy analysis, M&A Deal makers and stakeholders can develop a plan for accelerating mutually compatible cultural connection (or compatibility) points. By identifying and capitalizing these cultural synergies, the two companies can adopt a hybrid culture consisting of the best of the best blended cultural practices.

That concludes my overview of measuring and managing cultural risk  pre M&A deal and how it can optimize the value of the M&A transaction

If your organization is seeking experienced assistance in measuring the pre-deal M&A risk and then managing to this risk to optimize the merger investment, then give me a call or e-mail me at 518-339-5857 or stevenjeffes@gmail.com

Lastly, this is just one article of 40+ total I have written on Customer strategy, CRM, marketing, product management, competitive intelligence, corporate innovation, change management – all of which I have significant experience in delivering for Fortune 500 companies.  In fact, my blog is now followed by nearly 160,000 world-wide and was just named one of the top 100 CRM blogs on the planet by Feedspot, alongside Salesforce.com, Infor, Microsoft, SAS, etc. – Reference this informative site here: https://blog.feedspot.com/crm_blogs/

* CultureTalk is an organizational culture assessment and audit system that provides in-depth training and materials to deliver engagements with leaders and teams. (https://culturetalk.com/)

 

* Brand Foundations is a CultureTalk Certified Partner and utilizes the suite of assessments and tools to work with clients across diverse brand development and organizational culture projects. (http://www.brandfoundations.us/)

Leveraging Centers of Excellence Can Propel Your Company into a Market Leadership Position

How a Center of Excellence Can Benefit Your Company

How a Center of Excellence Can Benefit Your Company

COE

This blog is dedicated to educating you on a widely used function of many market leading companies, namely a center of excellence.  Specifically, I cover the following points associated with a center of excellence:

  1. Center of excellence definition (a.k.a. competency center or a capability center

  2. What benefits are gained by a company that develops & deploys a center of excellence

  3. What existing companies utilize centers of excellence

  4. What types of centers of excellence are typically setup and utilized

  5. Detailed example of the following:

    • Specific benefits of a type of center of excellence

    • The specific functions of a center of excellence

    • Typical services delivered by a center of excellence

    • Sample organizational structure for a center of excellence

    • On-off shore considerations for centers of excellence

Center of Excellence Definition

Center of Excellence Definition

Above: Center of excellence defined. Another way to think of a center of excellence is as an internal set of expert consultants available to assist you with specific sets of initiatives.

COE

Simpler Center of Excellence Definition

Simpler Center of Excellence Definition

Above is another, more simple, definition of a center of excellence.

COE

Center of Excellence Benefits

Center of Excellence Benefits

Above is a few (of many) benefits of implementing a center of excellence.  The most important aspect of a center of excellence is that it facilitates your company to getting ahead of your competitors and increases the chance that the company will attain market leader status.

COE

Companies That Have Utilized a Center of Excellence

Companies That Have Utilized a Center of Excellence

Above is a list of sample companies that utilize centers of excellence. In order to explore the details associated with these companies and their center(s) of excellence, merely Google the company name along with “center of excellence” to find out more. 

COE

Center of Excellence Applications

Center of Excellence Applications

Above are the types of centers of excellence that have been implemented by Fortune 500 companies in the past. Recently, I helped a Fortune 500 company implement both a CRM center of excellence (COE) and a Testing COE. We will perform a deeper dive into a testing center of excellence later in this post to illustrate a few details associated with a COE’s setup, operation, functions, etc.

COE

Testing Center of Excellence Example

Testing Center of Excellence Example with Functions and Benefits

The illustration above depicts the types of functions specifically delivered by a testing center of excellence (TCOE) as well as the associated benefits. For example, a TCOE maintains a training and certification function in order to help train other company teams on delivering higher quality testing and associated consumer products/services.

COE

Testing without a COE

Testing without a COE

“Hold on a minute you” might say at this point and then ask, “Why would you need a testing center of excellence (TCOE)?” Anticipating your potential push-back, the above illustrates the inefficiencies associated with performing one-off testing in a decentralized basis without TCOE support and oversight.

COE

Inefficiencies of Traditional Testing Methods

Inefficiencies of Traditional Testing Methods

The illustration above lists some specific examples of additional inefficiencies associated with performing case-by-case ad-hoc testing in lieu of having implemented a TCOE.

COE

Typical Functions Delivered by a Testing COE

Typical Functions Delivered by a Testing COE

What are the functions and/or organizational components of a testing COE you might ask? Above is my viewpoint on the typical organizational components and functions delivered by a TCOE. There are many others, but the above are the most frequent functions delivered by TCOE organizational components.  

COE

TCOE Delivered Testing Services

TCOE Delivered Testing Services

The first service typically delivered by a TCOE is to provide testing services to various company team and development initiatives. The above illustrates the types of testing services provided by a TCOE to other company teams/department. 

COE

TCOE Methods and Tools Delivery

TCOE Methods and Tools Delivery

The second service typically delivered by a TCOE is to develop, maintain and deploy testing methods, tools and processes to other company departments and associated testing initiatives. 

COE

TCOE Expert Services Delivery

TCOE Expert Services Delivery

The third service typically delivered by a TCOE is to provide consulting style expertise to other company departments and associated testing initiatives. 

COE

TCOE On/Off-Shore Considerations

That concludes my overview of what a center of excellence is and what it can do for your company.

If your organization is seeking world-class and experienced assistance developing and implementing a center of excellence or any of the following: associated services:

  1. Determining whether there is a viable business case to implement a COE

  2. Developing a strategic implementation plan for COE

  3. Developing an organizational structure and resource plan for a COE

  4. Developing a COE pilot program

If yes, please give me a call, I call help you implement world-class center of excellence that enable you to surpass your competition and bring your organization to the next level of market performance and share.

Lastly, this is just one article of 40+ total I have written on Customer strategy, CRM, marketing, product management, competitive intelligence, corporate innovation, change management – all of which I have significant experience in delivering for Fortune 500 companies.  In fact, my blog is now followed by nearly 160,000 world-wide and was just named one of the top 100 CRM blogs on the planet by Feedspot, alongside Salesforce.com, Infor, Microsoft, SAS, etc. – Reference this informative site here: https://blog.feedspot.com/crm_blogs/

Tools & Techniques to Ensure Alignment of Corporate Activities and Initiatives with Overall Company Strategic Objectives

  1. Are your employees focused on driving toward your strategic objectives, day after day, week after week, quarter over quarter? Or are they focused on lesser important tactical tasks that don’t always support these strategic objectives?

  2. Can you specify which percentages of your team’s activities are spent working toward your strategic goals vs. the percent spent on tactical, non-strategic objectives?

  3. Do you have a set of tools to easily and simply track progress toward completion of strategic objectives, down to the initiative, project, and task?

  4. Do you have a set of world-class program and project management tools to leverage to ensure organizational alignment with company priorities?

If you answered “No” or I don’t know to any of the above questions, the rest of this blog is dedicated toward helping you get to “Yes” for all of the above 4 questions in 4 easy steps (my “4-in-4” delivery promise).

Develop and Prioritize Top Strategic Company Objectives

Develop and Prioritize Top Strategic Company Objectives

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STEP 1 – Develop and Prioritize Top Strategic Company Objectives

Above is a set of strategic objectives I helped develop for a financial services client who was struggling with customer loyalty and experiencing higher than standard customer defection rates to their competitors.  Through a series of interviews, workshops and visioning sessions, we arrived at the top four (4) strategic CRM objectives above and then mapped out the major customer interaction outlets (a.k.a. touch-points) in order to map the stakeholder groups that would be involved in helping my client achieve these four strategic objectives.

Map Top Strategic Company Objectives to both Functional Areas and to Supporting Major Initiatives

Map Top Strategic Company Objectives to both Functional Areas and to Supporting Major Initiatives

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STEP 2 – Map Top Strategic Company Objectives to both Functional Areas and to Supporting Major Initiatives

The next step in the process was to map the customer interaction outlets shown on the previous slide and then perform the following:

  • Overlay the stakeholder groups (shown on the outer part of the above diagram) that will be involved in helping achieve each of the four strategic initiatives shown in the center.

  • Map the strategic objectives that each of the stakeholder groups would be involved with implementing (i.e. bulleted items “Customer Information Profiles”, “Customer Needs Fulfillment”, etc.)

  • Develop a program and project plan with required resources from:

  1. From outside the company (consulting),

  2. From each of the stakeholder groups (subject matter experts, project liaisons, etc.)

  3. Technology Purchases

  4. Sourcing Agreements

  5. etc., etc.

Map Top Strategic Company Objectives to Supporting Major Initiatives, Projects and Activities

Map Top Strategic Company Objectives to Supporting Major Initiatives, Projects and Activities

xxx

STEP 3 – Map Top Strategic Company Objectives to Supporting Major Initiatives, Projects and Activities

The next step in the process is to develop a mapping from Strategic Objectives to the Supporting Initiatives and the projects/activities that support these major initiatives. It is important to develop a unique coding system (or Work Breakdown Structure (WBS)) for each strategic objective, major supporting imitative, project and activities within each project so they can be tracked within a time management system. Here is an example as partially illustrated in the above diagram.

WBS Level 1: Strategic Objective 4 = “Correct Action, Correct Time, Correct Customer”;

    WBS Level 2: Initiative 1 Supporting Objective 4 = 4CR1 or “Customer      Referrals”

      WBS Level 3: Project 1 Supporting Customer Referrals =                  xxxxx 4CRCCIFG1, “Conduct Customer Incentive Focus Group”

          WBS Level 4: Activity 1 Supporting Conduct Customer Incentive                Focus Group = 4CRCCIFG1A1, “Determine Focus Group                                  Participants”

Once you have determined the entire work breakdown structure for all strategic initiatives, tracked to initiatives, project and all activities, down to the 4th level (i.e. 4CRCCIFG1A1), you can then load these into your time management system to track how much time is being spent on these strategic objectives & tasks vs. all other time management tasks.

Related to the above topic, does your organization need world-class and experienced assistance with any of the following?:

  • Determining your next strategic direction?

  • Setting prioritized strategic goals?

  • Driving organizational efficiency?

  • Ensuring corporate strategic initiatives are aligned with current projects, activities and tasks?

If so, give me a call, I call help you achieve world-class strategic programs that enable you to surpass your competition and bring your organization to the next level of strategic goal development and attainment.

Lastly, this is just one article of 40+ total I have written on Customer strategy, CRM, marketing, product management, competitive intelligence, corporate innovation, change management – all of which I have significant experience in delivering for Fortune 500 companies.  In fact, my blog is now followed by nearly 160,000 world-wide and was just named one of the top 100 CRM blogs on the planet by Feedspot, alongside Salesforce.com, Infor, Microsoft, SAS, etc. – Reference this informative site here: https://blog.feedspot.com/crm_blogs/

Marketing Performance Improvement (MPI) & Sharpening the Marketing Saw for Marketing Leaders, CMOs

Continuous Marketing Process Assessment &amp; Improvement

Continuous Marketing Process Assessment & Improvement

  1. Are you as a CxO so focused on the tasks at hand that you don’t take the time to re-group and assess what is working and not working? Likewise, are you too focused to take the time to determine what in your operations is effective and what corrective action is needed on a ongoing, consistent basis?

  2. Are you “operations bound” whereby your team members are out of bandwidth due to barely keeping up with ongoing marketing, sales, communications and PR production schedules?

  3. Do you find the company getting further and further behind competitors capabilities, effectiveness, market presence as well as sales volume?

  4. Are you behind on learning the latest capabilities and advances in digital asset management, marketing & content management artificial intelligence (AI), and how block-chain can help your effectiveness?

  5. Per question #4 do you know how these advances can improve the effectiveness in your marketing, sales, PR, communications while simultaneously increasing profitable revenue while simultaneously reducing your operating costs?

If you answered “yes” to any of the above questions, you are really in need of a Marketing Process Improvement (MPI) initiative and an infusion of a ‘Saw Sharpening” process. The benefit of implementing this continuous improvement process is that your company will increase the chance that it will evolve into the envy of the marketplace in terms of team leadership, capabilities and overall market effectiveness.

The remainder of this blog is a short primer and motivator in getting your company to consider becoming a ‘Saw Sharpening’ organization focused on improving profitability, market share and overall shareholder value improvement.

Marketing Capability Tier Evolution

Marketing Capability Tier Evolution

Complimentary to the first set of questions above:

  1. Have you mapped out how capable your company is in terms of marketing, customer management, sales, etc. such that you can accurately place your company into a capability level as shown in the above chart?

  2. Have you created an evolutionary road-map in order to mature your organization into a more capable and effective organization over time (i.e. lower expenses and increase profitable revenue) in order to leapfrog your competition and gain market share?

Can you accurately assess your competitor(s) capabilities such that you know where they are better than your company and in which specific areas?

Sharpening the Marketing Saw to Transform to attain Intelligent Marketing Enterprise (IME) (i.e. Capabilities, Efficiencies, Effectiveness)

Sharpening the Marketing Saw to Transform to attain Intelligent Marketing Enterprise (IME) (i.e. Capabilities, Efficiencies, Effectiveness)

The last set of questions are associated with answering whether you are aware of the entire landscape of capability improvement initiatives available to assist your company’s marketing, customer management, sales, PR and communications (refer to above chart). These questions are as follows:

  • Are you aware that business rules engine technology can help you automate your marketing campaign management process such that marketers do not have to be as manually involved (i.e. campaign set up, execution and post campaign results analysis)? This technology will save your company time and $$ by allowing your marketers to focus on all important marketing strategy vs. being ‘campaign jockeys’ and marketing production focused most of their time.

  • Are you aware that powerful and real-time analytic engines can help with channel mix optimization such that you are marketing to the most effective and cost efficient customer channel at all times?

  • Are you aware that leading Digital Asset Management (DAM) tools now have artificial intelligence baked right in as to help you manage, find and retrieve your digital assets across marketing, PR, sales, communications, etc. – all saving you time and enabling your content to be more compelling to your customers?

  • Associated with question #3, are you really aware of the benefits of Digital Asset Management (DAM) tools and how it can help you go to market more effectively and cost efficiently?

If you answered “no” to any of the above questions, then you are not performing adequate MPI or ‘saw sharpening’ to improve your performance longer-term. As an example of what you might be missing in not performing MPI and marketing saw sharpening, I laid out the benefits of adopting Digital Asset Management (DAM) tools which not only helps the marketing department, but also PR, communications, sales, etc. (Don’t read ahead and let me know if you were able to guess all 7 benefits of a Digital Asset Management (DAM) solution):

  1. Eliminates the cost of lost or misplaced digital assets. DAM virtually eliminates the costs associated with losing valuable digital assets due to the robust and highly organized digital asset repository (via a highly logical DAM taxonomy) which enables marketers to find and (re)use digital assets quickly.

  2. Reduces creative production development cycle times. DAM tools help users quickly create and re-purpose digital assets.

  3. Reduces the time to bring new campaigns to market. Marketers, sales, PR, communication, etc. are able to get campaign related digital out to various markets and customers at the ‘speed of need’.

  4. Eliminates duplication of work. The central asset repository that DAM provides greatly reduces the possibility of costly asset duplication.

  5. Improves collaboration and access to critical assets. DAM tools facilitate collaboration among marketers via a centralized control of digital assets.

  6. Ensures brand consistency and brand integrity.Ensures marketers, sales, PR, communication, etc. have access to the most up-to-date digital assets as opposed to users being allowed to select non brand compliant assets.

  7. Improves Marketing ROI: Enables marketers, sales, PR, communication, etc to use the most effective digital assets that will produce the greatest impact and ROI.

If you answered “yes” to some of my first set of questions and “no” to many of the 2nd and 3rd set of questions and missed the some of the benefits associated with DAM tools, then you are a prime candidate to infuse an MPI or marketing (or overall) saw sharpening process into your company. Based on having helped numerous Fortune 500 companies establish this continuous improvement mindset, approach and process, I suggest the following:

  1. Honestly assess whether your team feels as though your company is as capable as it needs to be – processes not too manual, error prone, ineffective, lagging as compared to competitors, wrong approach and strategy, inefficient tactics, etc.

  2. Set time aside each week for team saw sharpening activities and to discuss initiatives you need to implement to improve capabilities and overall effectiveness.

  3. Benchmark your performance in certain areas like e-mail open and click through rates, sales $$ per campaign, campaign cycle time and/or accuracy, Google ad-words performance, etc., net promoter score(s) and constantly challenge the team to improve incrementally as well as dramatically after the implementation of new capabilities.

  4. Hire an honest, impartial outside consultant to independently assess your capabilities and benchmark these capability areas against market leaders.

  5. Leverage a consultant to help you develop an evolution roadmap over 2-5 years for your company to attain market leader status including business case with investment and capability implementation plan.

Is your organization planning on launching a new brand or optimizing an existing one? If so, give me a call or e-mail me, I can help you implement a MPI or ‘Saw Sharpening’ process that would enable you to surpass your competition and bring your organization or agency to the next level of market effectiveness and excellence.

This is just one article of 42 total I have written on Customer strategy, CRM, marketing, product management, competitive intelligence, corporate innovation, organization excellence & change management – all of which I have significant experience in delivering for Fortune 500 companies.  In fact, my blog is now followed by nearly 158,000+ world-wide and was just named one of the top 100 CRM blogs on the planet by Feedspot, alongside Salesforce.com, Infor, Microsoft, SAS, etc. – Reference this informative site here: https://blog.feedspot.com/crm_blogs/

360° Organizational Health Check & Strategic Plan for the Future

Organizational Health Check &amp; Diagnostic

Organizational Health Check & Diagnostic

Does your company encounter any of the following, yet you are unable to determine the root cause?

  • Loss of Market Share vs. Competitors

  • Eroding Profit Margins

  • Employee Churn

  • High Cost of Goods Sold (COGS)

  • Sales and Marketing Ineffectiveness

  • Data & Information Gaps or errors

  • Lower Morale

  • Declining Productivity

  • Inefficient Processes, leading to ever growing labor costs

  • Lack of automation vs. competitors

If you answered “Yes” to any of the above, then perhaps you should consider conducting an organizational health check diagnostic to determine your company’s current state across a number of corporate capabilities.  This assessment will lead to the following valuable and actionable organizational insights:

  • Key organizational gaps

  • Management strengths & weaknesses including developmental needs

  • Organizational strengths

  • Organizational aspirations for future capabilities and performance

  • A set of prioritized future state capabilities

  • A 5-year road-map for building your future state capabilities including business case and ROI for each future-state road-map initiative

Process for Organizational Diagnostic &amp; New Strategic Plan Development

Process for Organizational Diagnostic & 5-Year Strategic Plan Development

While the organizational health check and diagnostic is very extensive and comprehensive, the overall high level process used can be distilled down to four (4) easy steps as follows:

  1. Determine Organizational Change Drivers – Through a series of Key stakeholder interviews and work-shops, determine what the top line organizational issues and change drivers are in order to use them as input into diagnosing the organization’s current state

  2. Determine Organization’s Current State Health & Capabilities – Through a series of Key stakeholder interviews and current state assessment work-shops, holistically baseline the company’s top line organizational capabilities – sales, marketing, financial practices, organization, management practices, processes, etc.

  3. Determine Organization’s Desired Future State – While interviewing key stakeholders determine gaps in the current set of holistic capabilities and determine a consensus for key future state capabilities that need to be developed, implemented and/or evolved.

  4. Develop 5Year Future State Fulfillment Road-map – Logically and systemically develop a blueprint for when and how to implement the needed capabilities of the future determined in step #3

Business Change Drivers

Per step #1 of the process, above is an example of a set of high level organizational change drivers that were cultivated through a series of executive interviews.

Organizational Capability Diagnostic Structure

In order to holistically assess an organization’s current state health and capability levels, I have developed a comprehensive and systemic diagnostic process along with structured questions and interview guides used to interview key stakeholders and to conduct assessment work-shops.

Sample Client Organizational Diagnostic Analysis Executive Summary

Sample Client Organizational Diagnostic Analysis Executive Summary

Above is a great tool I use to perform a final read-out summary of an organization’s current state health assessment. The chart is an Excel Spider Chart (Google it and how to create) and is used to benchmark an array of multi-dimensional capabilities. In this example, based on the summary of all interviews and workshops, the red line represents the summary score for seven (7) current state capability areas for a large pharmaceutical client.

The blue line is the summary consensus score for what the organization feels should be the capability levels for the future state for these same seven (7) capability areas.

A green oval represents a small gap between current and future state capability levels; a yellow represents a moderate gap; and, lastly, a red oval highlights a large or very large gap between current and future state capabilities (e.g. Financial Control, Rigor).

People &amp; Organizational Structure Diagnostic

People & Organizational Structure Diagnostic

Above is a sample “deeper dive” into the analysis performed under the capability area “People & Organizational Structure” shown in the previous executive summary chart. In this example, we see that “Communication” and “Management Processes, Policy” have the largest capabilities gaps while “Skills” and “Organizational Structure” have the smallest capability deltas (difference between current state and desired future state).

This is just one article of 40+ I have written on Customer strategy, CRM, marketing, product management, competitive intelligence, corporate innovation, organization excellence & change management – all of which I have significant experience in delivering for Fortune 500 companies.  My blog is now followed by nearly 158,000+ world-wide and was just named one of the top 100 CRM blogs on the planet by Feedspot, alongside Salesforce.com, Infor, Microsoft, SAS, etc. – Reference this informative site here: https://blog.feedspot.com/crm_blogs/

 

Brand Management 101 Primer for Non-Marketing/Brand Senior Executives (CEOs, COOs, CSOs, CHROs, CFOs, CIOs, etc.)

 

The Brand Process Life-Cycle

The Brand Process Life-Cycle

The Brand Process Life-Cycle

The Brand Process Life-Cycle

During my career non-brand professionals and executives have asked me privately what the brand life-cycle looks like from a 50,000 foot level (a.k.a. a simplified elevator pitch version). I finally sat down the other day to map this life-cycle process out and the above chart is the simplified (level 0) representation of this process. I am calling this my brand management primer 101 for non-brand and marketing executives (CFOs, CSOs, CHROs, CIOs, etc.). The overall process consists of four (4) major life-cycle stages as follows:

  1. Plan the Brand – Plan the brand such that both quantitative and qualitative brand goals are achieved

  2. Position the Brand – Ensure the brand is positioned well in terms of market, competitors, customers, prospects, etc.

  3. Deliver the brand promise – Deliver upon the expectations of the brand in terms of stakeholders, regulators, customers, brand interested, etc.

  4. Analyze the Brand – Determine if the brand is reaching its intended goals in #1 above

For each of the phases above, I included a sample objective (one of many) for each phase. These objectives while similar across many companies, the specifics objectives would be tailored for each individual company.  The important thing to remember with the above is that the life-cycle processes need to be constantly reviewed and enhanced over time utilizing a continuous improvement process approach and methodology.

Included in the above graphic is a sampling of analysis techniques for each lifecycle phase. When the process lifecycle details are determined, the analysis and ‘health check’ metrics would also be determined in order to continually gauge the overall progress of the brand toward a set of goals and objectives.

For those more analytically inclined and as an example, we might decide to use a time series or multivariate analysis in determining the marketing effectiveness on the brand(s) in the “Analyze the Brand” phase. On the other hand, a time series analysis would be used to help illuminate brand trends, issues and opportunities in historical data over a period of time as well as be used to predict future values based on previously observed values. For example, it can be used to illustrate the brand decline curve of defecting customers beyond the time that a brand is first launched as to predict the rate of decline into the future for use in projecting future revenues.

Brand Health Analysis Techniques

Brand Health Analysis Techniques

The chart above highlights two of the brand analysis techniques mentioned in the previous graphic, that being the Brand Pyramid (Health) Analysis (also commonly referred to as the brand funnel analysis if viewed from bottom to top) and the Brand Pyramid Conversion Analysis. This is meant as an overview, the next graphic takes a deep dive into each analysis technique. The key to the above chart are the questions to the left of each section as these a key in determining overall brand health.

Brand Pyramid (Strength) Analysis

Brand Pyramid (Strength) Analysis

The above chart illustrates the Brand Pyramid (strength) analysis and is sometimes also referred to as the brand health funnel analysis. In this consumers are queried about a set of questions regarding the brand. In order to qualify for the next level query, the consumer must have answered “yes” to ALL of the previous, lower level questions. For example, a consumer would need to “buy” the product to be able to “use” and only then would they be able to rate how well “satisfied with” they are with the brand (products/services).

In a perfect world, the pyramid would look more like a square with 100% of people going from “aware” all the up to “pay premium”, but the above represents the real life pyramid and what real brand analysis results typically look like.

Brand Pyramid Conversion Analysis

Brand Pyramid Conversion Analysis

The above brand pyramid conversion analysis measures the brand health slightly differently in that these are the conversion rates of audiences at each level of the brand pyramid.  To use an example, if 100 people were queried about the brand, a full 93.5% were aware of it. Of that 93.5%, 89.5% were familiar. Of the 89.5% that were familiar, only 83.5% (or 69.8 on previous chart) had a high opinion of the brand. This analysis reveals that, while people were familiar with the brand, many didn’t think very highly of the brand due to some negative perception that will need to be determined for root cause(s) (i.e. pricing, quality, warranty, features, etc.).

Is your organization planning on launching new brand or optimizing an existing one? If so, give me a call, I call help you achieve world-class brand programs that enable you to surpass your competition and bring your organization or agency to the next level of brand management excellence.

Lastly, this is just one article of 40 total I have written on Customer strategy, CRM, marketing, product management, competitive intelligence, corporate innovation, change management – all of which I have significant experience in delivering for Fortune 500 companies.  In fact, my blog is now followed by nearly 158,000+ world-wide and was just named one of the top 100 CRM blogs on the planet by Feedspot, alongside Salesforce.com, Infor, Microsoft, SAS, etc. – Reference this informative site here: https://blog.feedspot.com/crm_blogs/

 

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