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© Solution Selling, Inc. 2008 | PAGE 1www.solutionselling.com We Will Develop Sales Tools Based On : Offering Name:Lean Office Champion What is it? (Offering.

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Presentation on theme: "© Solution Selling, Inc. 2008 | PAGE 1www.solutionselling.com We Will Develop Sales Tools Based On : Offering Name:Lean Office Champion What is it? (Offering."— Presentation transcript:

1 © Solution Selling, Inc | PAGE 1www.solutionselling.com We Will Develop Sales Tools Based On : Offering Name:Lean Office Champion What is it? (Offering Components : e.g. Hardware, Software, Services) Educational/Training Service What Business Issues it Addresses? (How it helps customers) Trains an individual to facilitate process improvements, Reduces lead time, Lowers transactional costs, Reducing paperwork, Why this Offering? (Strategic, New, Training Purposes) Responding to Market Demand Competitive Advantages / Differentiators of Offering Of coarse the best facilitators. Experience, certified lean trainers, Measured on Impact, Access to funding Applicable Industries Manufacturing, service, engineering, retail, healthcare, food processing, logistics, publishing, printing, government Industry Focus for this Specific Sales Tool Build Manufacturing Key Buying Audience (s)Owner / HR / Eng Mgr / Sales Mgr / Ops Mgr. Average Sales Price$3000 per person Average Sales Cycle Length4 to 10 weeks

2 © Solution Selling, Inc | PAGE 2www.solutionselling.com Cool Capabilities: Example Cool CapabilitiesPain LinkageKey Selling Points

3 © Solution Selling, Inc | PAGE 3www.solutionselling.com Defensible Differentiators: Lean Office DifferentiatorPain LinkageDefensibility Impact Measures  Wasted Investment - $ and internal resources  NIST (Turner) Survey Data  A3 Reports for follow up  Transformation Planner  MMTC Success Stories  Testimonials Educational Credit  Inability to achieve company policy regarding employee development  Employee retention  Transcript Credit  CEU Certificate Learn by doing training model  Internal resistance  No sustainability  Leave the knowledge resident  Visible results quickly  Teamwork & empowerment Superior Facilitation & Trainer Certification  Inability to understand my business  Inability to establish rapport  No continuity of tools and techniques  Extended ROI from training

4 © Solution Selling, Inc | PAGE 4www.solutionselling.com Core Capabilities: Lean Office Core CapabilitiesPain LinkageKey Selling Points Facilitated Team Approach  Inability to break down the “silos of success”  Internal resistance  Engage the entire organization (culture) Testimonials – see Superior Facilitation Customization to the client  Inability to implement  No value for time invested  Training relatable to the business  Flexible scheduling Team Based Interactive Learning – see Learn by Doing

5 © Solution Selling, Inc | PAGE 5www.solutionselling.com Cool Capabilities: Lean Office Cool CapabilitiesPain LinkageKey Selling Points Electronic Data Communication Tool  Not to be on the leading edge  No visual presentation of data  Ease of communicating data globally  Easier to store and use Consortium Approach  Inability to achieve impact  Inability to transfer sustainable knowledge  Testimonials Ability to solve problems using data  No measurable impact  Inability to identify and prioritize projects  Inability to identify root cause of problems  Improvements based on facts  Move away from firefighting Strategic Planning  Hoshin Planning  Standardization where it makes sense Ability to map processes to identify and eliminate waste  Problems are not visible  No problem solving method to identify opportunities  Not knowing who the internal customers are  Lack of visual management  Communicate the roadmap of change  Problems are visible and agreed upon  Comparable data

6 © Solution Selling, Inc | PAGE 6www.solutionselling.com Solution Messaging™ Card: Lean Office Transformation Pain Lack of strategic direction Reasons for Pain  Over budget (excessive costs)  Lack of transparency of processes and standardization  Lack of cash flow  Lack of performance metrics  Lost sales Organization Impact  Higher operational costs (buying lower volumes at higher costs), Lack of focus and direction, Lack of growth, Out of business Trend Relevance  Pressure to do more with less, More competition, Tendency to work in the business and not on the business, Organizations are not communicating the company vision to the workforce Capabilities  Ability to see the true costs  Ability to identify and eliminate waste  Ability to convert orders to cash more efficiently  Ability to measure and track key process activities  Ability to reduce lead times to retain and attract customers Solution Linkage Lean Office Transformation Differentiators Measured by impact, Certified trainers, Learn by doing training, Educational credits, Interactive, team-based training Metrics / Proof of Value  A3 (showing metrics), Lead time reduction, Increased revenue, Credit rating, Reduction in Receivables, Transformation Planner (VA/FTE) Key Players Owner, C-level Case Studies Venchurs – Logistics & Subassembly Company (Transactional Lean Policy Deployment)

7 © Solution Selling, Inc | PAGE 7www.solutionselling.com Solution Messaging™ Card: Lean Office Transformation Pain Increased Operational Cost Reasons for Pain  Lost sales  Long lead times  High turnover  Rework and redundancy  Lack of process visibility and measurables Organization Impact  No growth, Lack of cash flow, Lack of profit/losses, Increased customer complaints, Lose existing customers, Company downsizing Trend Relevance  Pressure to be more responsive to the customer, Pressure to lower prices, Forced to do more with less, Key people are leaving Capabilities  Ability to reduce lead times to retain and attract customers (R1 and R2)  Ability to convert orders to cash more efficiently (R2)  Ability to identify and eliminate waste (R2 and R4)  Ability to empower and engage employees (R3)  Ability to measure, track, and improve key process activities (R5) Solution Linkage Lean Office Transformation Differentiators Measured by impact, Certified trainers, Learn by doing training, Interactive, team-based training Metrics / Proof of Value  A3 (showing metrics), Lead time reduction, Decreased errors (percent complete and accurate), Cost of goods sold as a percentage of sales, Balance sheet, Transformation planner (VA/FTE), turnover and absenteeism Key Players VP of Operations, CFO Case Studies Munson Healthcare Corporate Communications, Petoskey Plastics

8 © Solution Selling, Inc | PAGE 8www.solutionselling.com Solution Messaging™ Card: Lean Office Transformation Pain Eroding Profits Reasons for Pain  Excessive costs  Lack of cash flow  Lack of strategic direction  Reduction in quote hit rate Organization Impact  No growth, Lack of investment capital, Cost cutting, Decreased employee benefits and incentives, Key employees leaving, Company downsizing Trend Relevance  Pressure to capture more market share, Diversity into new markets, Pressure to cut costs, Forced to do more with less Capabilities  Ability to identify and eliminate waste (R1)  Ability to convert orders to cash more efficiently (R2)  Ability to reduce receivables and inventory (R2)  Ability to focus on sales targets and profits (R3)  Ability to reduce lead time on quotes (R4) Solution Linkage Lean Office Transformation Differentiators Measured by impact, Certified trainers, Learn by doing training, Interactive, team-based training Metrics / Proof of Value  ABQ Model, Process mapping with costing, A3 (showing metrics), Cost of goods sold as a percentage of sales, Balance sheet, Inventory turns, Days receivable, Transformation planner Key Players Owner, C-Level Case Studies TBD

9 © Solution Selling, Inc | PAGE 9www.solutionselling.com Solution Messaging™ Card: Lean Office Transformation Pain Missing Sales Targets Reasons for Pain  Long lead times  Lack of sales and marketing budget  Reduction in quote hit rate  Lack of market share  Lack of transparency in the sales process Organization Impact  No growth, Lack of investment capital, Cost cutting, Decreased employee benefits and incentives, Key employees leaving, Company downsizing Trend Relevance  Pressure to capture more market share, Diversity into new markets, Pressure to cut costs, Forced to do more with less Capabilities  Ability to identify and eliminate waste (R1)  Ability to develop an effective sales and marketing plan (R2)  Ability to reduce lead time on quotes (R3)  Ability to innovate and diversify to current and new customers (R4)  Ability to focus on sales targets and profits (R5) Solution Linkage Lean Office Transformation Differentiators Measured by impact, Certified trainers, Learn by doing training, Interactive, team-based training Metrics / Proof of Value  ABQ Model, Process mapping with costing, A3 (showing metrics), P&L, Evidence of a sales and marketing plan, Quote hit rate percentage, Sales growth through market share, Sales goals, Transformation planner Key Players Sales and Marketing, Engineering/R&D Case Studies TBD

10 © Solution Selling, Inc | PAGE 10www.solutionselling.com Solution Messaging™ Card: Lean Office Transformation Pain Inability to maintain quality staffing levels Reasons for Pain  Lack of employee development training plans  Wage reduction  Disappearing benefits (reduction or elimination in profit sharing)  Lack of employee involvement/empowerment Organization Impact  No growth, Cost cutting, Loss of intellectual assets (knowledge base is leaving), Company downsizing, Longer lead times, Increase in rework Trend Relevance  Forced to do more with less, Cost of hiring talent is increasing Capabilities  Ability to create standardized work (R1)  Ability to reduce costs other than slashing payroll/benefits (R2 and R3)  Ability to increase profits (R2 and R3)  Ability to engage the workforce for continuous improvement (R4) Solution Linkage Lean Office Transformation Differentiators Measured by impact, Certified trainers, Learn by doing training, Interactive, team-based training Metrics / Proof of Value  Absenteeism and turnover, Improvements per employee, Training matrix, Profit sharing percentage Key Players Departmental C-Level, HR Case Studies TBD


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