BUSINESS DEVELOPMENT

Business Modeling - A business model is necessary to understand the customer focus and therefore the  focus for the business.  When you develop a business model you really understand what the business is based on, what the customer wants and how you satisfy the customer's "W's". In Chris Hassold's book, customer satisfaction is about the "W's" - what they want, when they want it, where they want it, how they want it and in the way they want to do business.  Creation of a business model is a method of visualizing the business.  The "W's" are a checklist of what to include in the business model.  When you understand the business model you can create direction for the business.  Without a business model, you may be swatting flys in a storm.  The model also needs to have agile virtual visuality of customer satisfaction as discussed in Agile Virtual Visual below.  We can help you define your present business model, the model's relationship with your customers and their "W's" and how agile virtual visual your model is.

Business Rationalization - Okay, you have a business model!  But, does it meet the future?  Where are your customers going?  Where are your suppliers going?  Forecasting is tough!  But, you need to rationalize your business.  Above we talked about being agile to virtually change based on the visuality of a business.  Business rationalization is about being ahead of the game.  Business rationalization is about identifying the strengths of your business model's customer satisfaction and then use agile virtual visual to capitalize on these strengths.  There are two concepts to identify where to use agile virtual visual - the keep concept and the add concept.  The keep concept is understanding how you respond to your present customer's changes in their needs (W's) in order to keep your customers!  If it is easy to keep your present customers and your business model is expanding your business, then you must rationalize threats.  Threats are from existing or newly created competition.  Either, can take away customers or block your expansion.  You need to virtually be aware of these threats.  Once the threat analysis is complete, you can think about expansion or the add concept.  If your business model is already increasing your business, you are already adding.  If your business model is satisfying your present customer base, but you are not expanding, then you need to rationalize where there are additional opportunities for your model.  We can help you identify the performance of your business model, threats to it and if you are ready to consider expansion.

Business Expansion - When the business model is sound, rational, Agile Virtual Visual, then expanding the business is an opportunity for growth.  Expansion can be more customers in a larger demographic, more locations, or more products.  The analysis of expansion is also the identification of the capacity and capability to expand.  Many small businesses fail for two reasons - lack of a business model to focus on changes in the customer's needs; AND expansion that is not supported with the same resources that made the original model successful.  We can help you identify if you are ready for expansion and have the resources to expand.

Agile Virtual Visual - There are three macro components to your business - purchasing or creating product, selling the product and adjusting or changing your business model.  Yes, change is as important as product and selling!  Why?  Your customer changes!  Therefore, you must be agile to virtually change based on the visuality of what is happening.  Being agile is about quickly understanding and changing and adjusting to your customers needs.  These customers can be internal, external or indirect as defined in the book listed below.  When the customer's needs change, you must change as quickly as possible.  Quick change can help you keep your customers or add to your business.  Slow change can lose business!  You can't wait to analyze performance, develop a team or project, train the team on tools of change and then finally make the change.  Visuality is knowing what is going on to identify what needs to improve or be adjusted.    Visuality is virtually understanding your business.  No special analysis is needed to identify what is going on.  Virtual is also having the knowledge of the tools for change ready to go!  Visuality is also virtually updated information of the performance of the change. 

Training - We provide training on why you should consider improving your business based on the book -

Project Management - By going through the following steps;

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DESIGN

Visuality - Visuality is important!  Visuality is about easily understanding customer performance, what is happening, when it is happening and what needs to change.  Visuality is more than posters, graphs or signs.  Inside a business, visuality is about virtual symbols and colors that identifies what, when and change (business focus).  From the customer's perspective visuality is easily understanding what you are offering to satisfy their needs (customer focus).  Therefore, visuality drives sales and performance to satisfy the sale and therefore profits!

Balanced Score Card - Businesses must meet many customer's satisfactions and regulations, which drive objectives, which drive metrics!  You can't do everything!  Yet, you need to measure how you are performing to macro categories of customer satisfaction, financial performance, employee satisfaction and environmental responsibility.  A balanced score card addresses satisfaction to the variety of the macro categories.  HB Group can help you develop and maintain visuality of your balanced score card, from a company level driven to a process level.

Value Stream Mapping - VSM is about identifying what affects customer satisfaction versus other things the customer really does not care about (waste).  For example, in retail or individual manufacturing or service processes the customers don't really care about what you have to do.  The customer only cares about obtaining the product or service or experience.  In Chris Hassold's book, what the customer cares about is called the "W's" - what they want, when they want it, where they want it, how they want it and in the way they want to do business.  Every action or effort that is not related to these "W's" is really wasted effort and cost.  Therefore, the effort of making the map is using Chris' "W's" to identify strengths and needs to change.

Layout - Some changes require a different arrangement of visuality, equipment, functions, operations and offices.   We can help you with block layouts that enhance the flow and visuality of your business.  A block layout displays the interaction of activities, based on customer awareness, flow of product, information processing, and most importantly visuality.  Detailed designs need this upfront information.  Without them the designer may miss the needs for the new design.

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