Different challenges need different solutions, but the process typically starts with a diagnostic, followed by consultancy, coaching, or knowledge transfer.
If time is your constraint, then pure consultancy is probably your best way forward
Typically sales, marketing and customer care are perceived as discrete functions rather than phases within an integrated process. This can lead to waste within the system. I help companies segment their entire sales process in to 4 phases – Find, Win, Deliver and Keep – then apply specific techniques from frameworks such as Lean, Six-Sigma, Theory of Constraints and TRIZ to improve their customers journey; this activity is known as Sales Process Engineering.
Example: I saved a client £12,000 on advertising for new clients, by helping them make better use of their existing crm system. The company was using the pre-set controls; but it was only after conducting a diagnosis, and mapping their process that the cause became visible.
Example: I helped a manufacturing company reduce their monthly overtime bill by £4,000, by aligning the calculation of sales commissions with their production. I coached them in cause and effect and effect tools, and they discovered the challenge and solution.
Sometimes companies just do not have the staff available to help them with their sales processes. I work with a number of Universities; and help companies recruit graduates who can be mentored and embed real benefits into the organisation.
Lean 4 Sales helps companies define, measure, analyse and improve their sales processes, leading to increased revenues and reduced costs.
We have all seen the screaming adverts “Sales manager required – must be able to start tomorrow and hit the ground running, experienced in […], have loads of contacts, manage entire team and the major accounts. Wonderful company etc.”
But in fact the company will probably need 3 Months to recruit with a further 3/6 Months before they actually get a handle on the company.
Would it be easier if:
- An interim manager could be tasked with “holding the reins” for a couple of months?
- The sales processes were already documented and could be readily understood?
- The new joiner was coached during their few weeks?
An interim manager can be a cost effective way forward.