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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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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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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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