About our reengineering projects
Our Reengineering Project is typically a four- to- nine-month project. Over this time, we migrate our clients' sales processes from their initial states to a true reengineered sales process.
These projects are planned in intricate detail, with an initial short consulting project: the preparation of a Feasibility Study.
They are then executed by our experienced consulting team — who work hands-on in our clients businesses installing:
- New people (sales support personnel)
- New procedures (relating both to our sales process design methodology (SPE) and the Theory of Constraints)
- Technology (our proprietary process-management and management-information system — as well as configuration of the CRM system)
- Collateral materials (everything from advertisements and sales letters to custom-written books and reports)
The desired end state
The objective of our Reengineering Project is to provide our clients with a manageable and scalable sales process.
In most case, these projects are designed to deliver the following conditions:
- Provide organizations with the systems required to ensure a predictable and scalable flow of sales opportunities.
- Provide sales people with up to four appointments a day, five days a week. (These appointments should be pre-appointed, with pre-qualified individuals who have indicated a propensity to purchase.)
These objectives relate to the constraints that restrict the output of most sales processes.
Our Reengineering Projects always provide organizations with the systems and infrastructure required to manage sales processes with scientific method.
It's important to note that defining the end-state is the easy part of the Reengineering Project.
The challenging part is the process of getting there!
Because of inertia, organizations tend to resist change. Furthermore, poorly managed change can result in the destabilization of the sales process (resulting in a decrease in sales).
We design our reengineering programs to minimize the time required to reach a positive return on investment. We do this by ensuring that we only ever dedicate resources to the current process constraint.
There are two benefits in this approach:
- An improvement in capacity at the process constraint delivers an immediate increase in process output.
- Because people working at the process constraint are (by definition) under-resourced, they will welcome change.
It is impossible to over-emphasize the importance of this approach.
The problem with traditional approaches to sales improvement is that they either focus on non-constraint activities (sales training when there's a shortage of sales opportunities) or they commit resources simultaneously to the process as a whole (technology-driven solutions).
Of course, either approach is both wasteful of resources, and likely to encounter resistance.