We Will Develop Sales Tools Based On
Offering Name:
:
Lean Office Champion
What is it?
(Offering Components : e.g. Hardware,
Software, Services)
Educational/Training Service
What Business Issues it Addresses?
(How it helps customers)
Trains an individual to facilitate process improvements,
Reduces lead time, Lowers transactional costs, Reducing
paperwork,
Why this Offering?
(Strategic, New, Training Purposes)
Competitive Advantages / Differentiators
of Offering
Applicable Industries
Industry Focus for this Specific Sales
Tool Build
Key Buying Audience (s)
Average Sales Price
Average Sales Cycle Length
www.solutionselling.com
Responding to Market Demand
Of coarse the best facilitators. Experience, certified lean
trainers, Measured on Impact, Access to funding
Manufacturing, service, engineering, retail, healthcare, food
processing, logistics, publishing, printing, government
Manufacturing
Owner / HR / Eng Mgr / Sales Mgr / Ops Mgr.
$3000 per person
4 to 10 weeks
© Solution Selling, Inc. • 2008 | PAGE 1
Cool Capabilities: Example
Cool Capabilities
www.solutionselling.com
Pain Linkage
Key Selling Points
© Solution Selling, Inc. • 2008 | PAGE 2
Defensible Differentiators: Lean Office
Differentiator
Pain Linkage
Defensibility
Impact Measures
 Wasted Investment - $ and internal resources





NIST (Turner) Survey Data
A3 Reports for follow up
Transformation Planner
MMTC Success Stories
Testimonials
Educational Credit
 Inability to achieve company policy regarding
employee development
 Employee retention


Transcript Credit
CEU Certificate
Learn by doing training
model
 Internal resistance
 No sustainability

Leave the knowledge
resident
Visible results quickly
Teamwork &
empowerment


Superior Facilitation &
Trainer Certification
www.solutionselling.com
 Inability to understand my business
 Inability to establish rapport
 No continuity of tools and techniques
 Extended ROI from training
© Solution Selling, Inc. • 2008 | PAGE 3
Core Capabilities: Lean Office
Core Capabilities
Facilitated Team
Approach
Pain Linkage
Key Selling Points
 Inability to break down the “silos of success”
 Internal resistance

Engage the entire
organization (culture)
 Inability to implement
 No value for time invested

Training relatable to the
business
Flexible scheduling
Testimonials – see
Superior Facilitation
Customization to the
client

Team Based Interactive
Learning – see Learn by
Doing
www.solutionselling.com
© Solution Selling, Inc. • 2008 | PAGE 4
Cool Capabilities: Lean Office
Cool Capabilities
Electronic Data
Communication Tool
Pain Linkage
 Not to be on the leading edge
 No visual presentation of data
Key Selling Points


Ease of communicating
data globally
Easier to store and use
Consortium Approach
 Inability to achieve impact
 Inability to transfer sustainable knowledge

Testimonials
Ability to solve problems
using data
 No measurable impact
 Inability to identify and prioritize projects
 Inability to identify root cause of problems

Improvements based on
facts
Move away from
firefighting
Strategic Planning
 Hoshin Planning
 Standardization where it makes sense
Ability to map processes
to identify and eliminate
waste
 Problems are not visible
 No problem solving method to identify
opportunities
 Not knowing who the internal customers are
 Lack of visual management
www.solutionselling.com




Communicate the
roadmap of change
Problems are visible and
agreed upon
Comparable data
© Solution Selling, Inc. • 2008 | PAGE 5
Solution Messaging™ Card: Lean Office Transformation
Pain
Lack of strategic direction
 Over budget (excessive costs)
Reasons for
Pain
Organization
Impact
Trend Relevance
Capabilities
 Lack of transparency of processes and standardization
 Lack of cash flow
 Lack of performance metrics
 Lost sales
 Higher operational costs (buying lower volumes at higher costs), Lack of focus and direction, Lack of
growth, Out of business
 Pressure to do more with less, More competition, Tendency to work in the business and not on the
business, Organizations are not communicating the company vision to the workforce
 Ability to see the true costs
 Ability to identify and eliminate waste
 Ability to convert orders to cash more efficiently
 Ability to measure and track key process activities
 Ability to reduce lead times to retain and attract customers
Solution Linkage
Lean Office Transformation
Differentiators
Measured by impact, Certified trainers, Learn by doing training, Educational credits, Interactive, team-based
training
Metrics / Proof
of Value
 A3 (showing metrics), Lead time reduction, Increased revenue, Credit rating, Reduction in Receivables,
Transformation Planner (VA/FTE)
Key Players
Case Studies
www.solutionselling.com
Owner, C-level
Venchurs – Logistics & Subassembly Company (Transactional Lean Policy Deployment)
© Solution Selling, Inc. • 2008 | PAGE 6
Solution Messaging™ Card: Lean Office Transformation
Pain
Increased Operational Cost
 Lost sales
Reasons for
Pain
Organization
Impact
Trend Relevance
Capabilities
 Long lead times
 High turnover
 Rework and redundancy
 Lack of process visibility and measurables
 No growth, Lack of cash flow, Lack of profit/losses, Increased customer complaints, Lose existing
customers, Company downsizing
 Pressure to be more responsive to the customer, Pressure to lower prices, Forced to do more with less,
Key people are leaving
 Ability to reduce lead times to retain and attract customers (R1 and R2)
 Ability to convert orders to cash more efficiently (R2)
 Ability to identify and eliminate waste (R2 and R4)
 Ability to empower and engage employees (R3)
 Ability to measure, track, and improve key process activities (R5)
Solution Linkage
Differentiators
Metrics / Proof
of Value
Key Players
Case Studies
www.solutionselling.com
Lean Office Transformation
Measured by impact, Certified trainers, Learn by doing training, Interactive, team-based training
 A3 (showing metrics), Lead time reduction, Decreased errors (percent complete and accurate), Cost of
goods sold as a percentage of sales, Balance sheet, Transformation planner (VA/FTE), turnover and
absenteeism
VP of Operations, CFO
Munson Healthcare Corporate Communications, Petoskey Plastics
© Solution Selling, Inc. • 2008 | PAGE 7
Solution Messaging™ Card: Lean Office Transformation
Pain
Eroding Profits
 Excessive costs
Reasons for
Pain
 Lack of cash flow
 Lack of strategic direction
 Reduction in quote hit rate
Organization
Impact
Trend Relevance
Capabilities
Solution Linkage
Differentiators
Metrics / Proof
of Value
Key Players
Case Studies
www.solutionselling.com
 No growth, Lack of investment capital, Cost cutting, Decreased employee benefits and incentives, Key
employees leaving, Company downsizing
 Pressure to capture more market share, Diversity into new markets, Pressure to cut costs, Forced to do
more with less





Ability to identify and eliminate waste (R1)
Ability to convert orders to cash more efficiently (R2)
Ability to reduce receivables and inventory (R2)
Ability to focus on sales targets and profits (R3)
Ability to reduce lead time on quotes (R4)
Lean Office Transformation
Measured by impact, Certified trainers, Learn by doing training, Interactive, team-based training
 ABQ Model, Process mapping with costing, A3 (showing metrics), Cost of goods sold as a percentage of
sales, Balance sheet, Inventory turns, Days receivable, Transformation planner
Owner, C-Level
TBD
© Solution Selling, Inc. • 2008 | PAGE 8
Solution Messaging™ Card: Lean Office Transformation
Pain
Missing Sales Targets
 Long lead times
Reasons for
Pain
Organization
Impact
Trend Relevance
Capabilities
 Lack of sales and marketing budget
 Reduction in quote hit rate
 Lack of market share
 Lack of transparency in the sales process
 No growth, Lack of investment capital, Cost cutting, Decreased employee benefits and incentives, Key
employees leaving, Company downsizing
 Pressure to capture more market share, Diversity into new markets, Pressure to cut costs, Forced to do
more with less
 Ability to identify and eliminate waste (R1)
 Ability to develop an effective sales and marketing plan (R2)
 Ability to reduce lead time on quotes (R3)
 Ability to innovate and diversify to current and new customers (R4)
 Ability to focus on sales targets and profits (R5)
Solution Linkage
Differentiators
Metrics / Proof
of Value
Key Players
Case Studies
www.solutionselling.com
Lean Office Transformation
Measured by impact, Certified trainers, Learn by doing training, Interactive, team-based training
 ABQ Model, Process mapping with costing, A3 (showing metrics), P&L, Evidence of a sales and marketing
plan, Quote hit rate percentage, Sales growth through market share, Sales goals, Transformation planner
Sales and Marketing, Engineering/R&D
TBD
© Solution Selling, Inc. • 2008 | PAGE 9
Solution Messaging™ Card: Lean Office Transformation
Pain
Inability to maintain quality staffing levels
 Lack of employee development training plans
Reasons for
Pain
 Wage reduction
 Disappearing benefits (reduction or elimination in profit sharing)
 Lack of employee involvement/empowerment
Organization
Impact
Trend Relevance
Capabilities
Solution Linkage
Differentiators
Metrics / Proof
of Value
Key Players
Case Studies
www.solutionselling.com
 No growth, Cost cutting, Loss of intellectual assets (knowledge base is leaving), Company downsizing,
Longer lead times, Increase in rework
 Forced to do more with less, Cost of hiring talent is increasing




Ability to create standardized work (R1)
Ability to reduce costs other than slashing payroll/benefits (R2 and R3)
Ability to increase profits (R2 and R3)
Ability to engage the workforce for continuous improvement (R4)
Lean Office Transformation
Measured by impact, Certified trainers, Learn by doing training, Interactive, team-based training
 Absenteeism and turnover, Improvements per employee, Training matrix, Profit sharing percentage
Departmental C-Level, HR
TBD
© Solution Selling, Inc. • 2008 | PAGE 10