Ok so you've got your service blueprint in front of you. This map, laid out much like a theatre production is a terrific starting point to allow you to think about your processes and the impacts they will have on your customers. At this point I recommend taking each contact point with your clients and flow charting the related functions.
As I have mentioned in a previous post, I am currently using www.lucidchart.com for this purpose in my own business systemisation. I like being able to see the headlines and how they relate to one another and the flow charts are a great way to to this.
Following the flow chart comes the detail. Observe staff and ask for their descriptions of what it is they do, task by task, within each flow charted function. Get this down on paper in as much detail as you can (your aim is to get the detail required so that anyone could pick up your document and after some study, do that task). Review each task with your staff and look for any efficiencies that you could build in and then re-write the details. Include scripts for common inquiries and developments and remember lots of headings to ensure readability and you will need to make sure they are consistent with those in the flow charts.
Compile the details in a systematic fashion, establish a review timetable and rules on updating the documents and you have yourself the framework of an operating system.
Brad Sugars (ActionCoach International, 2004, Instant systems - The Keys to Multiplying Your Business Profits) also suggest careful pre, during and post consultation with your staff to minimise the risk of upsetting them with the process.
It will not be an easy or quick process but it will be well worth while as it will allow you to leverage your time and will ultimately support your staff to do what they do well.
Good luck with setting up your systems at work!
Simon 'at your service'
Sunday, February 28, 2010
Sunday, February 21, 2010
Where to start with systems
I have recently purchased and read a copy of Instant Systems: The Keys To Multiplying Your Business Profits (2004, ActionCoach International Pty Ltd, Brisbane) by well known entrepreneur and founder of the ActionCoach empire, Brad Sugars. It was a quick read, presented in terms that anyone could understand.
It was an interesting book that confirmed that mapping out what you do is a great starting point when it comes to developing business systems. Actually seeing what goes on in your business now, provides the clarity and base-line measures you need to ultimately put systems in place to allow you to work more efficiently, support your new and existing staff and buy yourself the time you need to enjoy the fruits of your labour. Of course this is especially interesting to me given one of judo's most important philosophies of 'Seiryoku Zenyo' or maximum efficiency with minimum effort. http://judoinfo.com/seiryoku2.htm
I take a slightly different view of the first step in systemisation than Mr Sugars, by advocating the development of a service map prior to analysing each function. This provides an eagle eye view of what happens in your business from the point of view of the customer. Although it is important only to do this after reviewing why you are in business in the first place and what you aim to achieve!
Service maps or blueprints were the concept of manager extraordinaire Lynn Shostack and have contributed considerably to the field of service marketing (Lovelock etal, 2007, 'Services Marketing,' 4th edn, Pearson, NSW, pp. 214-220). As I have already suggested, they are customer based and once created, will allow you to drill down into each function (as seen or exerienced by your clients) in order to look at 'where are we now?' And 'what should it look like?' To me this is like a portrait artist beginning their work with an outline and then systematically adding layers of detail in to complete something that will hopefully tell enough of a story to win the elusive Archibald Prize.
If you are interested in exploring service mapping further, please contact me for details.
Next week we'll look more closely at the processes that follow the service map.
Kind regards
Simon 'At Your Service'
It was an interesting book that confirmed that mapping out what you do is a great starting point when it comes to developing business systems. Actually seeing what goes on in your business now, provides the clarity and base-line measures you need to ultimately put systems in place to allow you to work more efficiently, support your new and existing staff and buy yourself the time you need to enjoy the fruits of your labour. Of course this is especially interesting to me given one of judo's most important philosophies of 'Seiryoku Zenyo' or maximum efficiency with minimum effort. http://judoinfo.com/seiryoku2.htm
I take a slightly different view of the first step in systemisation than Mr Sugars, by advocating the development of a service map prior to analysing each function. This provides an eagle eye view of what happens in your business from the point of view of the customer. Although it is important only to do this after reviewing why you are in business in the first place and what you aim to achieve!
Service maps or blueprints were the concept of manager extraordinaire Lynn Shostack and have contributed considerably to the field of service marketing (Lovelock etal, 2007, 'Services Marketing,' 4th edn, Pearson, NSW, pp. 214-220). As I have already suggested, they are customer based and once created, will allow you to drill down into each function (as seen or exerienced by your clients) in order to look at 'where are we now?' And 'what should it look like?' To me this is like a portrait artist beginning their work with an outline and then systematically adding layers of detail in to complete something that will hopefully tell enough of a story to win the elusive Archibald Prize.
If you are interested in exploring service mapping further, please contact me for details.
Next week we'll look more closely at the processes that follow the service map.
Kind regards
Simon 'At Your Service'
Sunday, February 14, 2010
Expectation part 2.
Last week we began to look at managing expectation. As I'm quite a visual person I will insert a graphic representation of last weeks post in order to ensure it is easy to digest for those of us who prefer to see pictures and maps rather than straight text.
Whilst the map looks quite straight forward i.e. performance below expectation = dissatisfaction, performance at expected levels = satisfaction and performance above expectation = delight, we need to complicate things as we determine what constitutes satisfaction for your customers.
Lovelock et al (2007, Services Marketing, Pearson, NSW, p. 77-8) suggest analysing the following types of expectation when developing your service product and quality standards: desired or ideal expectation or what the customer wants in the ideal world, the optimum quality; equitable or deserved expectation or what they think is fair or right; predictive expectations or what they think will happen; and adequate or minimum tolerable expectation, the very least they will tolerate before looking for another provider. Entrepreneur and keynote speaker / author Peter Sheahan (FL!P, 2007, Random House, p. 32) agrees with many, suggesting that the best type of expectation to start from is the desired or ideal expectation,
Your challenge then is to ask your market what it is they want and get about putting the systems in place to deliver it. Another case of Jita Kyoei (see post 1) developing here!
Whilst the map looks quite straight forward i.e. performance below expectation = dissatisfaction, performance at expected levels = satisfaction and performance above expectation = delight, we need to complicate things as we determine what constitutes satisfaction for your customers.
Lovelock et al (2007, Services Marketing, Pearson, NSW, p. 77-8) suggest analysing the following types of expectation when developing your service product and quality standards: desired or ideal expectation or what the customer wants in the ideal world, the optimum quality; equitable or deserved expectation or what they think is fair or right; predictive expectations or what they think will happen; and adequate or minimum tolerable expectation, the very least they will tolerate before looking for another provider. Entrepreneur and keynote speaker / author Peter Sheahan (FL!P, 2007, Random House, p. 32) agrees with many, suggesting that the best type of expectation to start from is the desired or ideal expectation,
"A satisfied need no longer motivates. Once a need is met we move up our hierarchy and start desiring more and more of less and less practical things. Things that were once desires are rapidly becoming necessities".In other words give people what they want instead of what they expect or need.
Your challenge then is to ask your market what it is they want and get about putting the systems in place to deliver it. Another case of Jita Kyoei (see post 1) developing here!
'Til next week!!
Simon "at your service
Sunday, February 7, 2010
Expectation - the key to happy customers!
It seems that most of us are constantly striving to ensure our service product is as good as it can be in order to meet the needs and wants of our consumers. Along with, that our marketing has become more and more sophisticated in an attempt to paint our business in the very best fo lights and convince the world of how great we are, but....does this provide us with the most efficient pathway to delighting and thus gaining the ongoing patronage of those we are aiming to serve?Kotler et al (2007, Marketing, 7th edn, Pearson, NSW), describe customer satisfaction as:
"The extent to which a product's perceived performance matches a buyer's expectations. If the product's performance falls short of expectations the buyer is dissatisfied. If the product matches or exceeds expectations the buyer is satisfied or delighted".Therefor it could be prudent need to invest some serious effort into managing customer expectations instead of always focussing on the development of higher quality services or searching for bigger and better superlativesto use in our marketing campaigns.
When marketing, look to portray yourself as competitive within your industry or you won't attract the customers in the first place but also be realistic about your offering and capabilities to deliver what you say you will. The old adage, "under promise, over deliver", holds as true today as ever. If you continually market yourself as amazing and only deliver satisfactory, you will end up with dissatisfied customers. If you promise satisfactory and deliver amazing, your consumers will be delighted.
Same quality output + a diffierent spin = a very different outcome for your business.
More on this topic next week!
Simon at your service.
Saturday, January 30, 2010
Focus, focus, focus!!
Depending on your business and market there could be very good reasons for selecting anyone of these strategies. According to the research of Yoffie & Kwak (2001, Judo Strategy: Turning Your Competitior's Strength to Your Advantage, Harvard Business School Press, USA) however, small, new or developing companies should consider maintaining a deep focus on core business. If you choose to follow the path of differentiation, this could become increasingly difficult. Logically, the less core competencies (performing something consistently well at a good price) you need to develop to compete in your market(s), the more resources you have to focus on bringing your competencies to a level beyond that of your competitors. In saying this, keep your planning flexible and your market knowledge current as there are obvious risks in putting all of your eggs into one basket.
We see this flexible focus on the mat, good players have a shortlist of skills that they drill to perfection, develop entries for, combination techniques with and defensive techniques from. In the case of throwing they may have between 2 and 4 of these 'tokui waza', or favourite techniques and a further half a dozen small or supporting techniques. Whilst there are always exceptions to the rule, those that do not focus their training often don't develop the critical 'polish' on any one technique to be consistently successful as they fight.
To help you focus you efforts, start by asking yourself the following: what is my business? Who are my customers? How do I best give them what they need and want? And how can I do all this as efficiently as possible?
Until next week
Simon at your service
Sunday, January 24, 2010
Delivering the knockout blow!
Welcome back to the fray,
A number of authors including Yoffie & Kwak (2001), have used the metaphor of judo to describe business strategy. As a judo player this appeals to me and as a service business owner I think it the metaphor is generally a good one.
In order to win a judo match you can use a range of techniques to 'deliver' a win that signifies a knockout blow. This could be a throw, pin, joint lock or strangulation technique. The key word today is 'deliver'. As a provider primarily of services as opposed to products, consider how you 'deliver' a service that meets the needs of your consumers.
How do you determine your opening hours to ensure that your customers have access to your service? Where is your service factory located and can your clients easily get to it (whether it is a physical, virtual or combined operation, this needs to be considered)? If you have a shop, is there enough parking or nearby public transport that is easy to access and safe? How does your delivery system make your customer feel (i.e. what effect do symbols, stories, attitudes, the service environment etc have on your client and how can this be used to increase the reputation and quality of your service in your customers eyes?)? Can people read and understand your marketing material and service information? How do can your customers access you to provide feedback on your service offering, especially when they actually become a part of the service?
We each deliver our own service in our own way but we must also take the time to consider how these services are actually delivered to our consumers, whether this meets their needs and desires and if there is anything we can do to improve the access to our service in a way that is realistic from a resourcing point of view.
Speak to you soon!
A number of authors including Yoffie & Kwak (2001), have used the metaphor of judo to describe business strategy. As a judo player this appeals to me and as a service business owner I think it the metaphor is generally a good one.
In order to win a judo match you can use a range of techniques to 'deliver' a win that signifies a knockout blow. This could be a throw, pin, joint lock or strangulation technique. The key word today is 'deliver'. As a provider primarily of services as opposed to products, consider how you 'deliver' a service that meets the needs of your consumers.
How do you determine your opening hours to ensure that your customers have access to your service? Where is your service factory located and can your clients easily get to it (whether it is a physical, virtual or combined operation, this needs to be considered)? If you have a shop, is there enough parking or nearby public transport that is easy to access and safe? How does your delivery system make your customer feel (i.e. what effect do symbols, stories, attitudes, the service environment etc have on your client and how can this be used to increase the reputation and quality of your service in your customers eyes?)? Can people read and understand your marketing material and service information? How do can your customers access you to provide feedback on your service offering, especially when they actually become a part of the service?
We each deliver our own service in our own way but we must also take the time to consider how these services are actually delivered to our consumers, whether this meets their needs and desires and if there is anything we can do to improve the access to our service in a way that is realistic from a resourcing point of view.
Speak to you soon!
Sunday, January 17, 2010
Jita Kyoei - The principle of mutual benefit
The term Jita Kyoei is one of the underpinning philosophies of judo that can go a long way to ensuring success in business.
Looking for mutual benefit in activities is the essence of what a service attempts to achieve. The business owner needs to make sure the busines will bring in enough revenue to provide for their living needs whilst at the same time providing the consumer with what they need or desire. It stands to reason that the happier the consumer is, the greater potential there is to earn a living.
Looking after other stakeholders and the community will not only benefit them but will in turn further improve the reputation of the business.
In short, ask your consumer what they want, provide a service that meets their wants and desires and consider the long-term benefits of maintaining the mindset of mutual benefit.
Speak to you next week!
Simon at your service
Looking for mutual benefit in activities is the essence of what a service attempts to achieve. The business owner needs to make sure the busines will bring in enough revenue to provide for their living needs whilst at the same time providing the consumer with what they need or desire. It stands to reason that the happier the consumer is, the greater potential there is to earn a living.
Looking after other stakeholders and the community will not only benefit them but will in turn further improve the reputation of the business.
In short, ask your consumer what they want, provide a service that meets their wants and desires and consider the long-term benefits of maintaining the mindset of mutual benefit.
Speak to you next week!
Simon at your service
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