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