June 6th, 2010
You take the time to map out your processes, get feedback from the team, evaluate best practices, and then document them. Now you’re all set, processes have been improved, documented, employees have been trained and the business should run more efficiently, right? Not so fast! Now that we’ve documented them, why are we not seeing results? The reason could be implementation.
Understanding processes and documenting is one part of the equation. The next step is implementing and quantifying. This is the step that requires daily, weekly, and monthly vigilance to watch the process, see if employees are following it, and seeing if that process is creating the desired results to accomplish your business goals.
For example, let’s say you are a building contractor and you are trying to decrease the amount of time it takes a prospect to move through your estimation process. In order to do this you need to know or approximate at the very beginning how long that process is taking. So let’s say you guess that it takes 2 weeks to move a prospect through estimation. Through process improvement you find ways to decrease that time to 1 week (via better forms and techniques for the sales team, better technology for the estimators, better company communication practices, etc.). You write the new ways down and pass the new process along to your estimators. The business result that you expect from this practice is to be able to bring in more sales by moving customers through the process faster. But if you aren’t monitoring that process, estimation can slip right back to 2 weeks again.
As the business owner, you need to:
- know what is happening in your business,
- motivate employees to use the processes and add in their own ways to improve it,
- and monitor that the company is getting the results you expect.
If you aren’t getting the business results you expect, there are a couple of options:
- you may need to re-evaluate the process,
- employees may need additional training or you may need more highly qualified employees,
- or you might need to look at how other business processes are affecting this one, such as the sales process.
Working on your business takes discipline and constant monitoring. If you are too involved in the day-to-day then yes, this can be difficult to find time to do. But if you are growing your business and desiring to make it transferrable, then you are hiring people to complete the day-to-day and you are working on the business. This is what makes your business a valuable asset.
Tags: document, implement, systems
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March 29th, 2010
The most consistently successful business is the franchise. Think about it…McDonald’s, The UPS Store, Jiffy Lube, Subway, Great Clips, Super 8, etc. If you want to grow your business, and especially if you want to expand into new locations, you must treat your business the way that franchises do. Which means that you must have business systems!
What is a system? The first definition according to www.dictionary.com is “an assemblage or combination of things or parts forming a complex or unitary whole.” Makes sense, right? Many different tasks or functions make up the whole of your business. It is because of all of these unique ways of doing things that each business is different. It’s like each of us as people - we may look alike, but when you break it down, there are quite a few differences.
It is these differences that we need to build into regular systems and get into a document. Documenting your unique processes is what makes your business something that can function outside of your head…or outside of your employees’ heads. And when you can do that you can take some time off without worrying, expand to new locations, or even franchise. Although it may be a while away, documenting your business systems will also make your company more valuable when you sell it. If someone else can come in and take over your business just the way it is operating now, the value increases dramatically.
You have probably heard the saying, “start with the end in mind.” So even if you’re not going to franchise, pretend that you are and develop systems and an operations manual that is your own. It may take time, but the benefits make it worth every minute.
Tags: document, franchise, operations manual, systems
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August 23rd, 2009
Marketing is exciting. It is the part of our business that allows us to let our creative juices to flow and brings us hope about all of the new sales we will receive from our efforts. But as energizing and exciting as marketing is, just like anything else, marketing is most successful when it follows a systematized process.
Many of us try the newest latest and greatest in hopes that a new marketing tactic will be the answer, but marketing usually isn’t about one tactic or idea that becomes a smash hit. On average, a customer must hear, see, or experience your product seven times before they make a purchase. In order to get the most out of your marketing efforts, it must consist of regular, consistent communication over time. In other words, you must create a system that delivers to your target market on a regular basis.
Here are some ideas to get started:
- Team. Gather your team in a room and reevaluate your target market and where they spend their time. Who is buying your product or service? What websites do they visit? What periodicals do they read? What blogs do they follow? Include recent surveys from customers that ask how they learned about your company.
- Whiteboard. Write out each of the ways you can think of that prospects and customers have heard about you. Are there other ways they could learn more about your company that you haven’t explored? Brainstorm new ideas based on the information you learned about your target market.
- Strategy. Pick the ideas that will give you the most bang for your buck. Note that you may not know what those are yet! You will want to be sure that you complete the activities for a specified amount of time (more than once!) and track their success. Start by using a marketing calendar. Take your variety of ideas and put them into regular intervals on the calendar. Here’s a link to a free one you can download for 2009: http://www.brandeo.com/node/1135.
- Document. Don’t reinvent the wheel each time you complete a marketing tactic. Write down the steps it takes to complete it and, if you can, delegate it to someone else to continue the activity regularly. This allows you to focus on other high value efforts.
- Track! This is the most important part of the process. You cannot know the success of your efforts unless you track them. E-mail marketing makes this easy as you can watch open and click-through rates. Set up a system where your salespeople consistently ask each new prospect how they heard about your company. Track the information on a spreadsheet (or other method such as your CRM) and evaluate the marketing efforts with the highest success. Then add and delete tactics based on this evaluation.
By looking at marketing as a process, you will stop wasting money on hit or miss activities and start spending your valuable time and money where it matters most. Good luck!
Tags: calendar, document, marketing, track
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April 15th, 2009
I recently finished the book The Ultimate Sales Machine by Chet Holmes. In it he said that “it costs six times more to get a new client than to sell something additional to a current client.” In these economic times, are we doing all that we can to keep our clients happy? Are we exceeding the needs of the most valuable people to our business? Many of my clients and colleagues are working on improving their sales systems and methodologies to attract the right kinds of buyers to their business. Great idea! But are we doing enough thinking about selling more to the current clients we have?
I just returned from a trip to Mexico for Spring Break. We usually don’t go anywhere too exciting but this year was a family reunion type of thing. Anyway, we went to the Moon Palace, a part of Palace Resorts, in Cancun. While we were there (with the exception a few confusing offers for a timeshare presentation) every part of my experience exceeded my expectations. Even down to the part where I would thank a staff member for their service and they would always respond with a sincere smile and say, “it’s a pleasure.” Not only were they happy to help, but it was a pleasure? Wow!
In all of the systems I help my clients develop, document, and improve I ask how they can exceed their clients’ expectations at each stage in the game. It forces them to think about the total experience their company is offering and anticipate their valued customers’ needs and wants. We then take those ideas and add them to the system or operations manual to be sure to provide consistent, predictable service each and every time. We not only want them to return, but we want them to refer others and have those referrals receive that same level of predictable, exceptional service.
Where are key contact points in your relationship/service to your clients that your business can add value?
Tags: chet holmes, develop, document, experience, improve, sales, systems
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