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PRODUCTS
(Click on anything underlined for navigation)
BUSINESS INNOVATION
Business Modeling
Business Rationalization
Business Expansion
Success Drivers
Agile Virtual Visual
Culture Change
PROFESSIONAL SERVICES
Facilitation for Improvement
Training
Project Management
VISUALITY GRAPHICS
Customer Satisfaction, Focus,
Improvement, Enhancement
(Does the Customer Understand?
Does the
Employee Understand? Does the business understand?)
BUSINESS INNOVATION
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".
Customer satisfaction is about the "W's"
-
who are your customers,
what do they want,
when do they want it,
where
do they want it,
how
do they want it and
the way they want to do business.
A
business model answers all of these "W's" for each type of
customer. 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 existence of a
visual business model starts the evolution to have
agile virtual visuality of customer satisfaction as discussed in
Agile
Virtual Visual below.
Here is a graphical example of an abbreviated
business model example -
Do you have a business model?
Is your business model
agile virtual visual?
We can help you define your
business model based on your customer's "W's"
and asses how agile virtual visual your model is.
Just Contact Us
Business Rationalization - Okay, you
have a business model!
How
agile virtual visual is it? (graphically depicted
"Balanced Score Card",
design change for
yellow
and
red
characteristics)
Do you
Real Root Cause successes and strengths? (design of business
model, process, product or service)Where are your
customers going? (no change in their product or
services=green,
change=yellow,
different direction=red)
Where are your suppliers going?
(define their model in the manner defined above) What is
your competition doing? (going after your customers=red,
expanding their offerings=yellow
(build on their change)) Business
rationalization is about being ahead of the game. Business rationalization
is about real root cause of successes and strengths of your business model's
customer satisfaction. There are three concepts to rationalize -
the
keep concept
(keeping your customers by satisfaction of their W's)the
take away concept
(threats and blockages to your business)
the
add
concept (customers,
geographic coverage, opportunities from real root cause of your success,
innovating from your strengths)
The
keep
concept is understanding how you respond to your present customer's changes in
their W's in
order to
keep your customers! If it is easy to keep
your present customers and the design of your business model is expanding your business, then
you must rationalize threats.
The
take away
concept is about threats from existing or newly created
competition or blockage to do what you do. Existing or new competitors can take away customers or block your expansion.
Changing business environment or legislation can block you from doing business
as is! You need to virtually be aware of these threats or blockages. Once the threat analysis is complete, you can think about expansion or the
add concept.
The
add
concept is about increasing your existing customer's business, adding
customers, taking advantage of the real root cause of your success or
innovating from the strengths and capabilities of your business. 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 adding customers, then you need
to rationalize where there are additional opportunities for your model. In
the CNBC series "Innovation", it was stated that innovation is creating a
product or service the customer needs, even though the customer does not know
they need the product or service. The
add
concept is yellow because it may be rational but not possible or possible but
not supported! We
can help you identify the performance of your business model, threats to it and
if you are ready to consider expansion.
Just
Contact Us
Business Expansion -
This is rigorous evaluation of the add concept. When the business
model is sound, rational, Agile Virtual Visual, then expanding the
business is an opportunity for growth. Real Root Cause of successes and
strengths for innovation
identifies these opportunities. Expansion development requires
identification of the
capacity and capability to expand! Can you support
expanding your business?
Expansion is from looking
within! Your business is successful because of its design. A
business model can be successful and agile virtual visual. Your
business can expand if the capabilities of
your physical and people assets can handle the expansion or your financial
situation can handle more assets.
You can expand by innovation. You have
human and physical capabilities. The human capabilities' understanding of
your customer and business can identify new opportunities. You can even
use this strength to diverge into a new direction.
We can help you
identify if you are ready for expansion and have the resources to expand.
Just Contact Us
Many businesses
succeed because of -
the design of a business model that addresses the customer's "W's"
ability of agile virtual visual to focus on changes in the
customer's needs
changing
the real root cause (design of the business model, product, process)
versus fixing individual situations
expansion that is supported with the
same capabilities that made the original business model successful. We can
help you real root cause your successes to identify opportunities for success!
Just Contact Us
Agile Virtual Visual
- 
Your business can be summarized by the "D's"
-
Define
(customer's "W's")
Design of satisfaction of customer's "W's"
Deal (marketing, sales, order entry)
in the Way they want to do business
Do (Supply chain, product or service
creation, Quality assurance) What
does your customer need
Deliver (Logistics, ready to use by the
customer) When does your customer need it, Where
does your customer need it and hoW does your customer need it.
Done (Invoicing, Feedback) in
the Way they want to do business
But, guess what? These all change or
reconfigure themselves! Dealing with change is as
important as product creation and selling! Why? Selling a product or
service that no longer meets the customer's needs (W's) is like
selling a mop to remove three feet of snow. Your customer's "W's" changes!
Therefore, you must be
agile to virtually change based on the visuality of satisfying
your customer's W's to satisfy their customer's W's.
Proactive use
Agility is virtually understanding your customer's
W's by visuality
of customer satisfaction of their W's
Visuality of
the real root cause of successes is the ability to quickly realize opportunities
Virtual
understanding of human and physical capability = opportunities for improvement,
expansion and innovation
Prevention use
Visual, Virtual understanding of
customer satisfaction so you don't wait to find out lack of customer satisfaction
Agility to change the real root cause (design)
without developing and training a
team to change the design
Virtually monitoring the change to validate its
effectiveness
Agile Virtual Visual
is the Agility to change or realize opportunities virtually based
on the visuality of satisfaction of your customer's W's and
real root cause of your successes!
AGILE is
VIRTUAL VISUAL
The real root cause of your successes is your strength and knowledge pool of
opportunities. Your customer, competition, environment or
demographic
changes, therefore you must change. Both need Agility to
Virtually take advantage of or change a design based on the Visuality
of customer satisfaction, successes or business environment.
Just
Contact Us about agile virtual visual
or purchase the
book "Change WHY ???...", to better understand why
change and how to
change. The book is a supplement to the
workshops we also provide.
Culture Change - To be agile,
virtual, visual, or attempt any improvement or change, the culture of your business needs to
have the capability to do the same! This capability requires a culture
that accepts improvement and change. The
business' culture creates the attitude, response, and actions of your key asset's (employees - point of
action and management) to be agile, virtual, visual in creating and
enacting improvement and change. Here are some categories included in the final focus (chapter) of
the book - 
Environment -
Agile, Virtual, Visual and Organized
Attitude - Positive, Proactive to change
Virtual - it occurs without an iniative or project
team
Promote Improvements - Celebrate wins
Buy In - Right fit, not top down
or bottom up
Customer Driven Metrics - Don't
measure apples by counting oranges
To obtain help
Just
Contact Us!
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PROFESSIONAL SERVICES
Facilitation for Improvement
Training
Project Management
Facilitation for Improvement -
Facilitation is providing experienced staff
support. Many times you want to change something! Many times you
want a question answered! Many times you want to know if you are slipping
on ice or moving ahead! Facilitation is about providing support to
accomplish needs like these.
Training -
We offer services to train and develop
the understanding of the following by 70% doing and only 30% viewing PPT slides
or others situations.
CHANGE WHY ??? YOU SHOULD CHANGE YOUR
BUSINESS
Agile Virtual Visual
(Characteristics of Success)
Drivers of the Driven
Real Root Cause
Culture of Success
Please click on
workshops for more information. We can facilitate training of your tools and concepts as
well.
Project Management - By going
through the following steps;
- Investigation (red or yellow
categories)
- Analysis of Alternatives
(need
specification : vendor ability)
- Financial Justification / Proposal
(Cash Flow, MIRR, ROANA)
- Realization (installation and
start-up)
- Culture Change
(discussed above)
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Product Home
VISUALITY GRAPHICS
A Picture is worth a thousand words!
Visuality -
helps your business achieve
customer satisfaction in order to meet your objectives
creates easy understanding
of what is happening, when it is
happening and what needs to change
creates quick understanding of successes
includes colors and
symbols to understand without the need to read or know definitions of the
numbers
creates easy understanding by the customer of what
you are offering to satisfy their customer's needs
Therefore,
visuality creates easy understanding of customer satisfaction (which drives sales);
operating effectiveness (cash flow); and need for innovation!
Here are some examples -
Standard Practice Recipe
Standard Practice Service
Balanced Scorecard Manufacturing or Service
Balanced Scorecard Retail
Mapping
Layout
Standard Practice (recipes for success -
applicable to service, retail and manufacturing). Have you had a great
experience with eating at a restaurant? However, the next time you went it
was less than stellar. Will you go again? This is a lack of standard
practice. Standard Practice means the product produced is the same every
time. But Standard Practice is not easily achieved. You must make
the recipe (standard practice) easily understood and easily followed.
Visuality enhances this understanding! The employee has visual
instructions to repetitively produce the same customer satisfaction. The
following is a copy of a recipe. Photographs are used as well, but cannot
be displayed here.
Standard Practice
Restaurant Recipe Example
Here is a service example -
Standard Practice
Service Example
If you need help -
Just Contact Us
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Product Home
Balanced Score Card (applicable to everyone,
personal or any level within the business) - Businesses must
meet many customer's satisfactions (W's) and regulations, which drive objectives,
which drive metrics! You can't do everything! Yet, your business needs
visuality of performance to macro categories of customer satisfaction, financial
performance, employee satisfaction and environmental responsibility. A
balanced score card addresses satisfaction to the
macro categories in a visual manner at any level of the business, for any
type of business.
Return to Business
Rationalization
Retail can be interesting to develop metrics. A common measure is same
store sales. However same store sales is not a measure of
customer satisfaction. Instead, give
every customer a 'frequent flier' card. Every time they buy something
stamp and swipe there card into the system. Now you know the percent of
sales by volume or dollar that are repeat customers or one time customers.
If you are satisfying your customer's "W's" repeat sales should
dominate.
Note how colors are used for quick visual understanding. Green
means the metric's present state conforms with the target, yellow means it is
within 5% and red means it is beyond 5% off of the target. You don't need
to know the numbers or targets. You quickly understand the red categories
need immediate attention.
HB Group can help you develop and maintain
visuality of your balanced score card, from a company level driven to process
levels.
Just Contact Us!
Mapping (establishes the visuality
of the flow of the business) - Mapping is about
identifying what affects customer satisfaction versus other things the customer
really does not care about ( waste)
and opportunities to realize. You can call them what you want (process
charts, flow charts, Value Stream maps). But, the objective is the same -
quickly understand by use of symbols and colors! For example, in retail, manufacturing or service processes
the customer does not care about what you have to do. The customer only
cares about obtaining the product or service or experience. In the "First
Focus" (chapter) of the
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 the "W's" to
identify customer satisfaction (green), opportunities (yellow),
and wastes to change (red). The following is a simple
Process Map example of these
concepts.
Again note how the visuality of colors directs you to what needs to
change ( red),
opportunities (yellow)
and what satisfies customer satisfaction (green).
Symbols can depict the type of process. The objective is quickly
understand what needs to be improved first (red),
where their are opportunities (yellow)
and the type of process drives the functions involved in the improvement or
realization of the opportunity.
Layout (creates a map
of the design of the improvement) - Some changes require a different arrangement
of product location, equipment, functions, operations or offices. In
retail it is purported that location is everything. Not just geographic
location but product location within the store. The same holds true for
manufacturing - Supply Chain response, Logistics shipping lead time, or raw
material location. In industrial service businesses it is location of
people and vehicles with needed service items. For IT service businesses
it is about internet access and web site drilling.
We can help you
with block layouts that visualizes the flow of your business, geographic
relationships between you and your customer's point of use, drilling your web
site to get to what your customer needs to see. Note: a web
site "Site Map" is not a map, but a listing of web pages.
If you need help Just Contact Us
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