BPI Portrait of Desired Behaviors – Examples

Behavioral Model:
Account Management Lab
E-Mail & DistrictNET Database
Overall Expected Outcomes - Improved Communications Process	Business Case for Change - Improved Communications Process
Each sales person will be enabled to maximize their personal efficiency.	Customer Satisfaction We are viewed as “hard to do business with”.
Overall communication and sales process will be improved.	Customer satisfaction ratings are not meeting expectations.
Customer (external & internal) is served more quickly and efficiently.	We must drive costs out of our business at all opportunities in order to remain competitive.
	Intra-District Operations
	Promote team work, adopting a “whatever it takes” attitude.
	Much of sales staff time is spent inefficiently requesting, coordinating, handing off/shipping business relate    new sales development; therefore sales personnel miss     opportunities while they are busy with non-customer or non-qualified lead related activities
	We cannot quickly share/access accurate information on “Company X”, customers, vehicles, ad competitors and thus respond to customer needs     rapidly.
	Inter-District Operations
	Poor communication between and within districts, departments, and levels of management limits the time available to better service the    customer

Reinforcements and Consequences Needed

Old Job Behaviors	Organizational and Job Impacts of Reengineering	Desired Outcomes with New Process/System	Preparatory Behaviors Leading to Outcomes	Behaviors to Sustain the Outcomes
Pickup phone and/or pencil; no thought as to how past “fits” with future needs.	New     technology partially replaces phone, fax, mail, etc.    Consider options before taking action Think to the future	Quicker     response time to customer needs and requests More thorough requests     and responses	Lotus     Notes training (T) Databases in place & trained (A) As-Is     training (T/A) Prepare to constantly ask yourself “Is Lotus Notes appropriate for this task?” (T)	Consider LN first Consider big picture before acting        Will     information be useful later? Then decide
Take action “just in time” as instant reaction to request or need.	New technology New approach to planning Consider options     before taking action	More effective management of time in handling customer needs and requests through creating &     setting expectations	Develop Time Mgt & Sales Day Planning skills (T/A)

✔ = Most Critica

Account Management Lab                                      Behavioural Model

                        Account Plan

1    New daily routine

• Mandatory
• Disciplined
• Specific Tasks ie prepare yourself, work your tactics, gather information timely date entry

	High Level New Behaviour/As-IS	New             Behaviour To-Be	Measure	Prepatory Behaviours/ Potential     Approach	Impact - Positive: Individual      & Business
1	We don’t understand the customer’s players	We need to understand the prospect’s organization and develop a functional coach within		Train reps to develop a coach within every customer Train managers to support reps	Less wasted time on the wrong person or strategy
2	Our Comfort zone is with the user (operations guy), not the decision maker (executive) ie talk trucks instead of business solutions;     interface with operations not decision maker	We must approach the prospect’s organization differently. First, user is one of many need for collaboration to best solution and rep makes that clear at the start of the relationship. Once the rep understands the organization, he/she can cultivate and build     the appropriate relationship with executive level decision makers		Trains reps to set out decision makers and work effectively at the executive level Train managers to deal effectively with transition period Gain buy-in of executive management for the transition period	Repsmore likely to interact with decision maker; form appropriate relationships, sign more deals Sales     reps maximize their effectiveness by selling to decision makers/executive level
3	No assessment of political environment	Analyze     and strategize around the political environment		Train reps to understand and exploit the customer’s political     environment Train managers to support reps	More effective sales approach; less wasted time on no-win situations

Account Management Lab        Behavioural Model

                    Account Plan

2     “See” and “think” about your customer differently Organizational Analyst

	High Level New Behaviour/As-IS	New Behaviour To-Be	Measure	Prepatory     Behaviours/ Potential     Approach	Impact - Positive: Individual & Business
1	We don’t understand the customer’s players	We need to understand the prospect’s organization and develop a functional coach within		Train     reps to develop a coach within every customer Train     managers to support reps	Less wasted time on the wrong person or strategy
2	Our Comfort zone is with the user (operations guy), not the decision     maker (executive) ie talk trucks instead of business solutions;     interface with operations not decision maker	We must approach the prospect’s organization differently. First, user is one of many need for collaboration to best solution and rep makes that clear at the start of the relationship. Once therep understands the 0rganization, he/she can cultivate and build     the appropriate relationship with executive level decision makers		Trains reps to set out decision makers and work effectively at the    executive level Train managers to deal effectively with transition period Gain buy-in of executive manage- ment for the transition period	Reps more likely to interact with decision maker; form appropriate relationships, sign more deals             Sales reps maximize their effectiveness by selling to decision makers/executive level
3	No assessment of political environment	Analyze    and strategize around the political environment		Train reps to understand and exploit the customer’s political     environment Train managers to support reps	More effective sales approach; less wasted time on no-win situations

√ = Most Critica

The following is an example of desired behaviors developed by External Consultant during a reengineering effort for a steel manufacture

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