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| YPS
Sales Process Engineering
coupled with...
YPS
Sales Training
enables...
...an 8-12%
annual increase
in sales
performance!!!
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The
President's Model
by Todd Youngblood
The YPS Group’s
President’s Model provides a comprehensive strategy development perspective.
When conscientiously completed by a senior management team, it becomes
and outstanding tool for communicating the corporate vision to all employees.
It can also serve as the basis for tactical planning.
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Vision, Mission, Goals
& Objectives - The first step in completing the model is to write
down the overall vision and mission of the organization.
Three to five broad goals are then formulated.
By answering the questions “how much?” and “by when?”, these
goals by definition become objectives.
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Environment
– This section consists of identifying factors that have a significant
influence on the organization, but over which it has little or no control.
This includes items such as the state of the overall economy,
commodity prices, weather and government regulation.
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Culture
– Every organization has its own unique culture with regard to how it
treats personnel, power relationships, controls, performance evaluation and
a number of other key factors. A
checklist is provided to assess these factors.
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SWOTs –
In this section, the organization’s strengths, weaknesses, opportunities
and threats are identified. Listing
these factors prompts creativity regarding applying strengths to compensate
for weaknesses, to exploit opportunities and/or to avoid threats.
It can also point toward the need, for example, to develop a strategy
to address a major weakness.
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Strategy
– This section describes how the organization intends to achieve
objectives given environment, culture and SWOT realities.
It will normally consist of several sections.
For an enterprise, a strategy will be developed for each major
functional area. (i.e., Sales,
Finance, IT, etc.) For a
specific function, like Sales for example, strategies will be developed for
Inside Sales, Outside Sales, Customer Service, etc.
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Organization
– Structure follows strategy. After
deciding on strategies, executives must determine who will carry them out
and how those groups and/or individuals will relate to one another in an
appropriate organizational structure.
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Metrics –
The final step is to identify appropriate measurements for each
organizational unit and/or individual.
In the case of a Sales function, for example, this would ultimately
result in a Sales Compensation Plan. |
The true power and value of
The President’s Model becomes apparent when examining the impact that each of
the sections has on each of the others. For
example, if improved quality is a goal and quality is a currently weakness, what
strategy must I employ to improve? If
there is no “Quality Department” within the organization, can I really
expect to improve quality? If I
don’t have specific, quantitative measurements of quality levels, how do I
know when or if I achieve my quality objective(s)?
If suddenly the marketplace shifts and places great demand on fast
delivery, should I continue to fund the quality improvement initiative at the
same level?
The questions, linkages and
impacts are endless. When used
aggressively, the discipline imposed by The President’s Model generates a
tremendous amount of creative business thinking.
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A YPS
Customer Advisory
Council
can be your
most effective marketing tool! |
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Click Here
96 challenging ideas
to accelerate the methodical,
relentless, continuous improvement
of your sales process
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