| Medium to large corporate organisations are | | | | with them, or list pricing with a Discount for their |
| having to change their approach to business | | | | continuity of business. |
| because of the demands of their most important | | | | And then we come to System Selection - the |
| Customers, especially if these Customers are | | | | technological recommendations should be closely |
| Industry Leaders and operate globally. These | | | | reviewed by top management to ensure close |
| Customers are only willing to do business with the | | | | adherence to your company's Business Processes |
| companies that have effective Business | | | | and policies, and then selection of the most |
| Processes and demonstrate good Leadership | | | | appropriate Systems by Value, Functionality, |
| Decisions. | | | | Availability and Security. |
| If we look at what makes up the major | | | | Information and data gathering - the oxygen of all |
| component parts of an organisation, then we | | | | serious business organisations, this can be with a |
| discover the following: Structures - People - | | | | dedicated Marketing Department project, or by |
| Products - Systems - Information - Customers - | | | | careful usage of Internet research and by the |
| Relationships and Knowledge. What connects all of | | | | many trusted Personal contacts that your |
| these are the Business Processes, which are | | | | company has established. All organisations forget, |
| determined by Leadership Decisions. | | | | until they are reminded, that the biggest source |
| All organisations use Business Processes to | | | | of Information that they have is with the People |
| administer their companies, but careful analysis of | | | | that they have in their own company. |
| the Business Processes, which connect the major | | | | A very important Business Process and one that |
| component parts of an organisation, are | | | | needs to be very firmly underpinned by your |
| necessary to determine their effectiveness and | | | | company's Leadership Decisions, is the activity of |
| to see if they reflect good Leadership Decisions. | | | | Customer Selection - should they be determined |
| First let us take Structures - should they be Rigid, | | | | by the Industry that they represent, or the |
| which will mean the company could be slow to | | | | Potential business that they may do, or the Past |
| act, or Flexible, allowing the company to be quick | | | | Spend that they have made. If there is not |
| to respond to their Customers needs, or should | | | | enough attention paid to this Business Process by |
| they be Aligned with your Customer's Structures, | | | | your company's Top Management, then the |
| which will mean a more 'Connected' relationship | | | | penalty will be in higher costs, lower profitability |
| and many mutual benefits. | | | | and loss of respected Customers who do not |
| The selection of your People - very careful | | | | wish to be associated with your company's choice |
| consideration should be given to this activity and | | | | of Customers Selected. |
| as to who should perform this function, the | | | | The choosing of Relationships is fundamental to |
| company's human resources department, or an | | | | your overall business success - do you choose, |
| outside agency, or should the board of directors | | | | Good Customer Relationships that have mutual |
| make the final decision, especially for Top | | | | trust, Bad Customer Relationships that spend a lot |
| Management positions, Customer Facing sales | | | | with you, but don't trust you and would easily go |
| positions and Customer Service support positions. | | | | to your competitors, if you did not give them |
| And how do you decide on People payment - | | | | their discount, or Political Customers who you |
| against what criteria, by Performance and | | | | must have a relationship with because of who |
| measurable value to the company, by surveying | | | | knows them high up in your company, even |
| your Customer's and determining their Satisfaction | | | | though they cause more trouble and effort for |
| with the People that your company provides to | | | | your business, which increases costs and |
| them, or with a Bonus for significantly | | | | inevitably spend much less with your company |
| overachieving, in the duties that your company | | | | than they should do. |
| has asked them to perform. | | | | Last, but not least is Knowledge - the life blood of |
| Then there is Product Selection - should your | | | | your organisation, there are many sources for the |
| product portfolio be Innovative, which will mean a | | | | acquisition of Knowledge, but this needs to be |
| lot of investment in research, design, | | | | accurate and accumulated from trusted sources |
| development and time to market, or a range of | | | | such as the Knowledge that is provided by your |
| Standardised products that are of consistent high | | | | Customers, gathered from within your respective |
| quality, or Specialist products that are influenced | | | | Industry, and even from your Competition. |
| by your Customers requirements, or maybe even | | | | Knowledge is an intangible product, but if you |
| a mixture of all three. | | | | share it with your Customers it is seen as a sign |
| What is the determination of Product Pricing - by | | | | of respect and gives your company the |
| the Volume that your Customers are forecasting | | | | reputation of being an Industry Expert. |
| to purchase, or by the current Turnover of sales | | | | |