Selling Our ServicesInternally

as if Failure is not an Option

Actuarial Society of Hong KongMarch 9 2005

Your speaker

Sidney Yuen has significant experience of helping companies that have wrestled with change. He was Quality Director for American Express, and was practice leader of its Change Management Practice at Andersen Business Consulting.

He is Chairman of the HK Benchmarking Clearinghouse and the HK CallCentre Association as well as the Hon. Secretary of the Management Consultancies Association of HK.

As a consultant, Sidney had worked with hundred of clients in managing and sustaining change.

Sidney introduced the Concept of the US’s Malcolm Baldrige Quality Award to HK in 1991. He subsequently became the Founding Chairman of the HKMA Quality Award’s Board of Examiners.

He can be contacted on 852-25726428, or sidyuen@hkbc.org.hk. For HBC’sservices description, please browse www.hkbc.org.hk and www. Bestpractice.com.hk

Overhead

is

Dead

If you are not in sales, find another life

You do not work for your company, you work

for

_ _ _ _ _ _ _ _

Our clients call us to do one of the following:

•Fix things

•Solve a problem

•Research the feasibility of a project

•Re engineer, implement, re locate, create… etc.

Our role is to partner with clients in order to implement changes that achieve an mutually

agreed outcome.

•Different people need different strokes

•Identify our styles and of others

•Adapting your style

•Building your strategies

Who are your clients?

What do they need from you?

What are their goals, strategies, requirements and concerns?

Who are your clients’ customers?

How can you give your client more than standard help?

How do our clients see us? How do you know?

Introduction – understanding our clients

Who are our clients?

•Someone who loses when we lose

•Someone who wins when we win

•Source of our reputation

• Relationship managementA process of establishing goals to a sustained involvement with a client

–Build goals–Gain/maintain trust–Service recovery

• Build GoalsThe characteristics of relationship management goals

–Involve clients–Implies action

• Gain/maintain trustCan I trust you?

–You really want to help–You have the expertise–You understand my issues

Does your value outweigh the cost?–Involve clients–Implies action

• Service recoveryMistakes bound to happen and it will hurt your credibilityActions you should take

–Let them know how bad you feel–Explain–Offer to make up

Managing ChangeMaximizing group dynamic through use of teams

Facilitating meetings

Enabling transition through preparation of personal and organizational agenda

Authentic

Listening

Building teams

Handling resistance

Political awareness

Give me the wisdom to distinguish those who can change and those who can’t, and have the courage to get rid of those who can’t change

President of a large organization

Specific to your discipline

Build industry knowledge to deliver strategies

Develop deep functional knowledge to enable transformation of your functional processes

Network among your professionals as much as possible

When to collaborate

Express the wants of the client

Planning how to inform the organization of the project

Deciding who is involved in data collection

Interpreting the results of the diagnosis

Deciding how to make a change

When to provide expertise

Product design

Domain knowledge and trends

System design and analysis

Change management framework

Bureaucracy free …Systemically integrated …Internet intense …Knowledge based …Time and location free …“Instantly” responsive …Customer centric …Mass customization enabled.

Jargon Bath!

Translation …

Bureaucracy free = Flat org, no B.S.Systemically integrated = Whole supply chain tightly wired/ friction-freeInternet intense = Do it all via the WebKnowledge based = Open accessTime and location free = Whenever, wherever“Instantly” responsive = Speed demonsCustomer centric = Customer calls the shotsMass customization enabled = Every product and service rapidly tailored to client requirements

These days, you canThese days, you can’’t succeed as a company if you t succeed as a company if you are consumerare consumer--led, because in a world so full of so led, because in a world so full of so much constant change, consumers canmuch constant change, consumers can’’t anticipate the t anticipate the next big thing. Companies should be idea led and next big thing. Companies should be idea led and customer informed.customer informed.

Doug Atkin