2. Chelsea Consulting Helping organizations solve tough problems by leveraging people, process and technology. Where we’ve worked... Public Sector & Not For Profit
3. Three areas of practice Outsourcing and Managed Services Management and IT Consulting Software as a Service
4.
5. Management Team Jim Love, CEO 35 year career in IT and Business Almost half spent as a professional consultant Darrel Berry, COO 30 year career in IT and Business 20 years as an IT and Business Consultant Ken Rowley, VP Sales Linda Powell, CFO and Office Manager and some of the best consultants you will ever meet!
17. What’s holding you back? Clients (but do I pay enough attention?) Reputation Experience – I know a lot about a wide range of things Good facilitator Network (know a lot of people, but do I manage it well?) Staff resources (Linda, Chris, Satya, Tracy) Intelligence Good in a crisis Exceptional writing and communication skills Good, entertaining public speaker Moving me forward Holding me back Monetizing my efforts – how much am I doing for free? Aging – losing the memory and energy level that allowed me to keep up Focus – take on too much, not pursuing it all well Spinning wheels reorgs/merger? Failure to differentiate Lack of clear, strategic goals Easily distracted, wide focus (eclectic or ADD) Effectiveness of delegation – do I manage others effectively? Why do I seem to be at the centre of every decision? Perfectionism and Panic Money – constant struggle to keep up Frugality or cheapness – things take longer Time wasters – urgent items taking my time
18. The problem? Life gets in the way! There is so much going on, so many demands on my time – it’s so hard to find the extra time to get anything done. Life is just so complex…
19. Practice what you preach! A good strategy doesn’t just tell you what you should do – it tells you what you should stop doing!
27. Who are your (potential) customers? Anything For A Buck and Associates Inc . $ Jim Love, President and CEO 22 Bay Street Toronto, ON 1-800-LUV-COIN lotsaflashonmywebsite.com And what is your message saying to them?
28. That’s what Tiggers do best! We need to start to think like a customer!
29. Instant SPIN model Name one of your key products/services: Five Problems That It Solves: Problem 1: Problem 2: Problem 3: Problem 4: Problem 5:
30. Attribute Mapping Take the view of a customer – and be brutally honest. How do they really feel?
31. Taking Score Part A - Problems and Intensity Score 10 9 8 7 6 5 4 3 2 1 Real, imminent threat to business. Losing customers. Legislation which is going to be implemented in the next few months Heavy penalties for non compliance. Have lost some customers Potential to lose customers Potential serious threath to business. Is more than a year in the future. Legislated, but not required for 12 months. Imminent, but low penalty for non-compliance or unlikely to get caught. Part B - Attributes Score 10 9 8 7 6 5 4 3 2 1 More than 5 serious exciters which competitors don't have. All the basics. No real dissatisfiers. 3 exciters which competitors don't have. All the basics. No real disatisfiers. 3 to 5 exciters. Competitors have one or two. Some dissatisfiers. Missing basics but parallel features. 3 to 5 exciters, but competitors have some of them. Some discriminators. Few, but some disatisfiers. No exciters or competitors match them. Few discriminators. Few but some disatisfiers. OR some exciters and discriminators but strong disatisfiers in our serices. Some basics missing. 3 to 5 disatisfiers. No energizes that the competition doesn't have.
32. Service Portfolio Problem Intensity LOW HIGH LOW HIGH Losers Attribute Scoring Can’t compete Winners Talk is all you get
46. Metrics – How we know where we are going! Would you tell me please, which way I ought to go from here? ‘ That depends a good deal on where you want to get to,’ said the cat ‘ I don’t much care where----’ said Alice ‘ Then it doesn’t matter which way you go,’ said the Cat.
48. The Balanced Scorecard Financial view Customer view Internal Perspective Learning and Growth “ What are the financial results we want and need?” “ To achieve our vision how must we look to our customers?” “ To satisfy our customers, at which processes and activities must we excel?” “ To develop our capabilities, how must we learn and improve?”
