Business processes improvement

You can talk a lot about business processes and write even more. The fact is that more than half of the directors and companies owners only talk about processes.

Critically, the percentage of owners goes into action. First of all, to start optimizing business processes, you need to find a mission, global goals. In the framework of goals and large blocks, the head highlights what can be done in a limited period. Big blocks beat into smaller ones.
Most managers believe that they are the only people who can change anything. In fact, all
optimization work must be transferred to employees: they analyze, collect case studies, interact with agencies and colleagues. The team must understand the direction in which the business is moving.

It is very important to correctly position changes for employees: explain that this will help them save time, earn more and they will be able to leave work earlier. Who would refuse?
Now let’s look at the main processes and questions that have to be answered before starting the process design.


  • How many people work in the sales department and why so many?
  • How is the work of sales managers organized?
  • Describe the client’s life cycle in the company: how does he come, who begins to
    communicate with him, who concludes an agreement, how is the interaction constructed at each stage?
  • How many people come from incoming applications, and how many come from other
    sources every month?
  • What percentage of incoming bids falls off at each stage of the sales funnel?
  • What is the conversion in the conclusion of the contract?
  • How many orders does each manager bring every month?
  • How much do you earn on these sales managers per year?
  • What is the revenue structure of sales managers?
  • What are sales managers KPIs?
  • How is the pricing system in the company built?
  • Is there a financial input threshold?
  • Why is the financial threshold exactly like this?
  • Is pricing policy described on the website of the company?
  • How can I find out how much services will cost?
  • Are you preparing a commercial offer?
  • What is included in it?
  • Who and how offers additional services?


  • A very common problem of companies is that they have account managers, but there are no detailed work standards. Thus, a person occupying a truly useful position becomes a regular
    telephone operator. The account manager must develop the client, motivate him.
  • How many people work in the accounting department and why so much?
  • How is the work of account managers organized?
  • Do account managers have a permanent customer base?
  • How many people are in the account manager’s database?
  • How is the load distribution between accounts?
  • How are professionals involved in communication?
  • What is the average lifetime of a project? What is the outflow percentage? What is the
    inflow percentage?
  • How do you segment customer base?
  • How is the process of working with each segment built?
  • Who offers additional services? How do they do that?
  • Are there quality standards for work?
  • Are the UP Sale and CROSS Sale processes systematized?
  • Describe the client’s portrait – industry, turnover, services, life cycle, loyalty level.
  • How is the development system of existing clients or attracting new ones built?
  • What is the agency focused on: development of existing clients or attracting new ones?
  • How is the system for attracting new orders built?
  • What is the managers’ income structure?
  • What are the accounts’ KPIs?
  • How is the performance of the accounting department measured?


  • How many people work in the production department and why so many?
  • How is the work of specialists organized?
  • How is the load distributed within the production department?
  • Are there any fixed clients for specialists? How many?
  • What internal services does the production department interact with, how often and on what issues?
  • Is there a system for collecting feedback on the work of specialists?
  • What is the income structure of managers?
  • What are the KPIs of specialists?
  • How is the production department performance measured?

Finance and Planning

  • A multi-level process that helps bring order. Even if you already have a financial plan for 2020, it is important to understand what it consists of: how many clients you will have by that time, what will be the average check, what percentage of sales will be offline.
  • How and when do you build a strategy?
  • What strategic goals do you have for this year/3 years/5 years?
  • Do you have a time plan to achieve strategic goals?
  • How is the system for evaluating the performance of employees built?
  • Are there KPI systems – financial, marketing, personnel, strategic?
  • What is the financial goal for 2018 and why?
  • How many customers and how will you attract in 2018?


  • Sensitive subject of most agencies. Just imagine, there are a total of 154 HR directions! And how many of them do you know?
  • Describe the portraits of employees in the following areas: accounts, specialists, sales
    managers, top management.
  • Tasks and areas of responsibility of employees by profiles.
  • How is the structure of intangible motivation built?
  • Is there a bonus fund? Payment structure?
  • Do different profiles have KPI? What blocks does it consist of?
  • How is the hiring system built? Describe the stages of recruitment, who participates in
    the interviews?
  • Is there a novice adaptation system? How much does the training take?
  • How is the system of training managers organized?
  • Is there a knowledge base?
  • How is the system of assessment/support of professional knowledge built?
  • How often and in what format/composition are meetings at the agency held?
  • What is the average life cycle of an employee at the agency?

Tell more about all the stages of an employee in the agency: portrait, search, hiring, motivation, adaptation and training, support, development, retention.


  • Is there a marketing goal for 3 years? What is it?
  • Is there a marketing goal for the year? What is it?
  • What are the blocks of regular marketing activity?
  • Do you participate in industry conferences, in which role?
  • Do you organize your own events?
  • What channels do you use to promote your own services?
  • How is the system of interaction with other players in the market built?
  • Is there an affiliate program with offline/online agencies? Which one?
  • Is there an employee who does marketing/PR?
  • How is the employee’s KPI system built?
  • What goals do you set for him?
  • How do you measure the effectiveness of investments in marketing/advertising? Leads? Brand interest?

The next day after answering these questions, you can see where you are, using the Road map methodology. It will be helpful for business owners to imagine where they are and where they want to be. For example, you want to bring your business to the international level but you are known only in Brooklyn. Think about the steps that you need to take to achieve the desired.

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