StrategyDriven's Turnkey Sevian Business Programs

Sevian

StrategyDriven's Turnkey Sevian Business Programs

Sevian

Sevian offers fully developed, immediately implementable, best practice programs based on decades of business management and operations experience. Leaders implementing these programs gain access to the aggregate experience of dozens of leading companies without incurring the high costs of benchmarking, research, and development.

Implemented by Fortune 500, large regional, and small companies, Sevian Business Programs enable rapid implementation and improvement of mission critical operational programs. Each program contains all of the components necessary to implement a fully mature program on day one – truly enabling turnkey performance excellence. Available programs include:

Sevian Business Programs are copyrighted and offered by StrategyDriven Enterprises, LLC. These programs support StrategyDriven’s commitment to providing executives and managers with the planning and execution advice, tools, and practices needed to create greater organizational alignment and accountability for the achievement of superior results.

Contact Sevian

Phone: (770) 765-3692

Email: [email protected]

Website: https://www.sevian.net

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StrategyDriven Enterprises, LLC

StrategyDriven Enterprises, LLC

StrategyDriven is dedicated to providing executives and managers with the planning and execution advice, tools, and practices needed to create greater organizational alignment and accountability for the achievement of superior results.

We help our clients create and execute a clear, forward-looking strategy – translatable to the day-to-day activities of all organization members – that’s critical to their realizing success in today’s fast paced market environment. Not only does a compelling, well executed strategy align individuals to a common purpose, it ensures that purpose best serves the company’s mission.

The StrategyDriven website provides access to a wide array of best practice business planning and execution tools, streamlined process flows, how-to articles, example-rich podcasts, and customizable ready-to-use program management templates. Premium Members receive access to over 200 members-only articles, whitepapers, models, and tools and templates; providing an in-depth look into critical business performance areas; placing specific focus on the alignment of organizational standards, programs, and behaviors to the optimal achievement of mission goals. Sevian Business Program purchasers receive fully implementable business performance improvement processes out-of-the-box, enabling the acceleration of business growth and heightening of operational efficiency needed to significantly improve bottom line results.

Collectively, our products offer business leaders the opportunity to access the knowledge of a highly educated and experienced staff without the associated overhead expense.

At StrategyDriven, our seasoned business leaders deliver real-world strategic business planning and tactical execution best practice advice – a blending of workplace experience with sound research and academic principles – to business leaders who may not otherwise have access to these resources.

Contact StrategyDriven Enterprises, LLC

Phone: (770) 765-3692

Email: [email protected]

Website: https://www.strategydriven.com

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Rhian Silvestro

Surf your data!

Is your strategy built on received wisdom or analysis of performance data? – management rhetoric or business reality?

Are you building your business strategy on received wisdom or real data? Corporate strategies are often based on assumptions about what drives business performance rather than data from the company itself. J.W. Marriott (founder of Marriott Hotels) is famous for saying “You’ve got to make your employees happy. If the employees are happy, they are going to make the customers happy”. TNT Express promotes the slogan “Take care of your people, let them take care of your customers and the rest will take care of itself”. The implication is that happy employees make happy customers, which drive profits. But does this really happen in your organisation?

The problem is that often some drivers of performance aren’t measured at all; let alone the correlations between them. For example, you may believe that loyal employees create satisfied, loyal customers, but do you have data which demonstrates that your longest serving staff create the highest levels of customer loyalty? Another assumption is that loyal customers are the most profitable; we’re often told ‘it is five times more profitable to serve existing customers than loyal customers’. It makes sense. The better we know our customers the better we are likely to serve them. And because customer spend tends to increase over time, it may well be cheaper to serve long-term customers than keep attracting new ones. But, can you prove this is the case in your organisation?

Performance topology mapping is a tool that can help with this analysis. The first step is making sure that you’re measuring the right thing. So if your business is built on the assumption that employee loyalty is necessary to create loyal customers, collect loyalty data. Identify your key performance indicators, and then measure the correlations between them in order to build a map of business drivers.

The findings can be astonishing. For example, the link between customer loyalty and financial performance is often regarded as a basic principle of retail management. However when they came to explore the data in their own organisation, the management of one home improvement retail chain discovered that there was no such correlation. They could not prove that the stores with the most loyal customers were the most profitable.

Analysis of the performance topology map of one of the UK’s big four grocery superstore chains also revealed counter-intuitive results. Its management bought into the idea that satisfied employees created customer satisfaction which drove store profitability. But the data revealed negative correlations! In fact the stores with the highest levels of employee satisfaction were the least profitable. The explanation for this lay in the value proposition: customers in these stores did not value contact with staff so much as product availability, price and checkout speed. Therefore their shopping experience did not hinge on the quality of their interaction with employees.

In other businesses, of course, the interactions between staff and customers are likely to be much more critical. Take, for example, the professional services of clinicians or lawyers. Their services are based on more sophisticated interactions between staff and clients, and long-term business relationships may well be an essential part of the value proposition. Therefore employee engagement is likely to be a more important driver of profitability in professional services.

Understanding the performance drivers is crucial. Because failing to understand what drives profitability is to fail to understand why your company has succeeded… or indeed failed. The reality is that your business strategy is based on all sorts of assumptions about what investments will yield increased market share, revenue growth or profitability. To get the strategy right, better start testing those assumptions… surf the data wave!

About the Author

Dr. Rhian SilvestroDr. Rhian Silvestro is Associate Professor of Operations Management at Warwick Business School. Rhian has conducted service management research in a number of large, leading edge organisations including retail companies, banks, transport companies, health services and call centres. She has publications in over ten international journals in the fields of service design, performance improvement and supply chain integration.

Lang Smith

5 Ways Predictive Analytics Make or Break a CRM System

Size doesn’t matter: why predictive analytics prove your customer relationship management methods are likely falling short

 
For a sales-driven organization, it isn’t the size of your data that matters, it’s what you do with it. No longer a discretionary luxury, predictive analytics are now the name of the game for those who seek to utilize customer metrics in a meaningful way to establish a tremendous competitive advantage, gain notable market share and significantly boost bottom lines. In fact, according to the 2015 State of Sales Report published by Salesforce Research, “smart selling fueled by predictive analysis is expected to jump 77% among high performers,” throughout 2016. Not only that but high performers are also four times more likely to use predictive analytics.


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About the Author

Lang SmithLang Smith is the founder of Cloud Signalytics – a first-of-its-kind predictive intelligence software platform helping major franchise auto dealerships create highly precise, individualized customer profiles to maximize sales. He may be reached online at www.cloudsignalytics.com.

Source: https://secure2.sfdcstatic.com/assets/pdf/misc/state-of-sales-report-salesforce.pdf

Evaluation and Control Program Warning Flag

Evaluation and Control Program Warning Flag 4 – Purple Words

Evaluation and Control Program Warning FlagAll organizations and individuals have a history and within these experiences reside events which those persons involved would just as soon forget. These experiences typically involved significant loss or other discomfort that negatively impacted the psyche of the organization as a whole or the associated individual(s). Often, some key words and/or phrases become forever related to these painful experiences. Whenever these words are spoken or read, they elicit a strongly negative emotional response as individuals are jolted back into the memory of the disastrous event. Acting on this emotion, these individuals may strike out at or withdraw from the individual(s) using these words. Thus, these words or phrases have come to be collectively known as Purple Words.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.