This is an iterative process, with each stage being checked against organisational goals and departmental understandings at completion, corrected and checked again. Ie Did the changes do what we thought they would do and did they achieve the planned result, if not, re-plan, and fix before continuing.
Product design: Productise a set of offerings starting with a minimum viable product (MVP) for promotion into specific market segments. Work with a marketing company to produce collateral and a campaign around those products. Use that opportunity to produce both the process for doing that in the future and templates.
Direct sales: Sell those products into the market can test market acceptance. Generate and test the sales process documentation, templates and training notes. Work with marketing to design, install and configure sales automation tools.
Sales management and staff on boarding: Use the processes and resources generated by the previous exercises to do the same to a wider set of products and then on-board and sales manage appropriate sales staff to move this product into market quickly.
Vendor liaison: Work with Vendors and other supply partners to maximise your formal relationship with each, move up the partner food chain, take advantage of sales and marketing and training initiatives from vendors, the processes and procedures to feed and a sales and marketing campaigns directly into your sales channels and maximise your return on investments in the vendor partner space. Make information on products and promotions generally available throughout the company. Apply for all suitable supplier marketing funds and government grants and assistance.
Lead generation: Using vendor marketing funds and working with your marketing partner to devise deploy and manage specific marketing campaigns with a focus on lead an appointment generation. Work with marketing to design, install and configure automated lead generation tools.
Referral generation: using a combination of both old and new clients design, test and deploy an “automagic” referral base lead generation system and working with both vendor partners and the marketing team generate key client relationships, reference, referrals and case studies.
Industry engagement: using your key client relationships, and customer industry groups and networks put yourselves forward as a key trusted advisor for particular industry segments and run regular (twice yearly?) industry information events to expose the your brand to a wider audience.
Process Design and improvement: The method by which we will help you understand and define the business activities that enable your business to function. Well designed and implemented processes are optimised, effective, meet customer requirements, and support and sustain organisational development and growth. A well-designed process will improve efficiency and deliver greater productivity. We will initially design work flow around value adding activities, not functions or departments so that work is performed where it makes the most sense and least cost. Where possible it will provide a single point of contact and data entry for customers and suppliers. Every hand-off as an opportunity for error so as few people as possible should be involved in the performance of a process we will redesign the process first, then document and automate it, capturing information once at the source and sharing it widely.
Asset realisation: Examine key assets within the company group including real estate and infrastructure, design test and implement plans to maximise return on the use of the infrastructure (e.g. room hire/lease, infrastructure hire/least, using underutilised resources for market penetration activities).
Space optimisation and organisation: planning deploy resources to maximise the efficient use of space available to support sales and operations delivery (e.g. document preparation areas, equipment deployment areas, repair areas, stockroom & stock control, client presentation areas, hot desks & quiet rooms et-cetera)
Skills development and training: Utilising continuous change and assessment models identify skills gaps and certification gaps and fill them with appropriate cost-effective training to maximise both engineering abilities and support from vendors.
Mergers and takeover: integrating new businesses into the company including products and product mix, markets and marketing, staff, transition and change management, by using the above roadmap on an as required basis.
Disruption and innovation: although it may sound counter-intuitive businesses need disruption and innovation to grow and prosper but both the environment for fostering this and the application of it needs to be well planned and systematised. It is often useful to have the face of the “ministry of disruption” be an outside consultant rather than internal to the business.