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The
Morgan Business Effectiveness Assessment
This assessment helps to identify the
strengths and weaknesses of your overall business, as it impacts your
ability to grow revenue and margins, offer a competitive product, deliver
effectively, and provide an effective environment.
A typical
survey result identifies your strong and weak areas, as measured by several
attributes, relevant to the business.
(The below is an EXAMPLE ONLY.
An average score is 50%, higher is good, lower is not so good):
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1. Overall Business Risks
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70%
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2. Product / Service risks
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65%
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3. Sales Process
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42%
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4. Sales Management and control
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35%
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5. Sales Organization
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35%
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6. Customer Evaluation
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50%
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7. Delivery and execution
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63%
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8. Effective Organization
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45%
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9. Team acquisition, reinforcement, training
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23%
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10. Communication, decision, knowledge sharing
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73%
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11.
Leadership effectiveness
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75%
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12 Mission, Strategy,
Values, Motivation
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50%
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13 Other
Specific Risks and Issues
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32%
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Average Scorecard
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51%
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The process is both quantitative and
qualitative. The interviews may
be very free form, but in the end each interviewee’s responses are
summarized in a consistent format.
This approach quantifies the relative importance of the various
people involved, and helps identify areas of wide concern. Without this quantitative approach,
there is the risk that the outcome is strongly influenced by a few
individuals.
An Example of an assessment is outlined
below. We have picked one area,
Sales Management and Control for this example. Each area is built on a set of
Benchmark Qualities, e.g.:
Example:
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4. Sales Management and
control
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35%
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a. CRM system robust
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29%
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b. Customer loyalty to the
company
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75%
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c. Good reporting of key sales
metrics,
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39%
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d. Hunt, Farm, Fish, Marry
– strategy robust
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4%
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e. Steak and Sizzle –
strategy robust
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4%
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f. Adequate understanding of the
customer buying process
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29%
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g. Customer help the process
– strong inside salesmen
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54%
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h. One "face to the
customer"
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79%
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i. Long range revenue and
margin planning robust
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4%
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And each of the Qualities has a set of
best practices, e.g
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4a
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Customer
Relationship Management System
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We use a web based, database
product, which is accessible to all the team members, and easily undated
and current.
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Tasks are assigned, completed and
documented in the system.
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Management can quickly see what is
getting done and what is not getting done.
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X
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Our important customers have
multiple relationships in our organization.
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X
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Each
of our salespersons keeps his own “black book” with customer information. Some on these are on their
laptops, and some are a paper system.
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X
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We
have ongoing problems keeping information current.
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X
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If a
salesman leaves the company, he can take his contacts with him, and we have
inadequate backup for his contacts and relationships.
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He/she
is the only person from our company who has a relationship with this
customer.
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Each of these assessments results from
interviews with key people, internal and external. The summary assessment is built up
from the responses of the various participants. Each participant can be
“weighted” for importance, if necessary, and each factor can be
adjusted in importance for the particular industry and market.
When all participants agree, this is an indication that the
assessment is real. When there
is a large variation in responses, this may
be a very big problem.
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Example for 7 internal interviews
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4. Sales Management and control
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a. CRM system robust
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0
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0
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2
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4
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0
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b. Customer loyalty to the
company
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0
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7
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0
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0
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0
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c. Good reporting of key sales
metrics,
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1
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1
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1
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2
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2
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d. Hunt, Farm, Fish, Marry
– strategy robust
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0
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0
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0
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1
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6
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e. Steak and Sizzle –
strategy robust
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0
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0
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0
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1
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6
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f. understanding of the customer
buying process
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0
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0
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1
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5
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0
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g. Customer help the process
– strong inside salesmen
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0
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1
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5
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01
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0
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h. One "face to the
customer"
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1
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6
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0
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0
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0
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i. Long range revenue and
margin planning robust
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0
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0
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0
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1
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4
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Total
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2
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15
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9
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17
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18
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Survey
Issues and Recommendations:
The survey uncovers specific issues and
recommendations for action from the survey participants. These are collected, evaluated for
breadth and consistency, and the persistent issues ands strongest
recommendations collected for reporting to management.
Analysis
and Recommendations:
Finally, the process produces a set of
specific action items for consideration by management. Importantly, each of these comes
from the “process”, not from the pronouncement of the
consultant. The process of
collecting input from a wide sampling of the staff and customers generates
HUGE buy-in from the participants, making change a reasonable outcome.
“Sales Channel Development
Currently,
you only have one sales strategy – hunting the next big
customer. There appear to be
significant opportunities to expand this single strategy, e.g. partnering
with another vendor in this space, selling via reps, and farming via your
customer referrals. A good
distribution partner could be a home run, as your pricing has plenty of
room to pay good commissions or markups, which is key to getting them sold
via this channel”.
We meet with the key management team,
and present the findings. We
are careful to present these in a confidential manner, consistent with the
desires of the leadership. We
discuss the possible courses of action, and agree on a set of next steps,
if desired. We have a stable of
partners who can deliver specific change management outcomes.
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125 Poppasquash Rd
Bristol, RI
02809
617-592-8379 V
401-254-9684 F
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