ࡱ> Oh+'0|  , 8 D P\dltSMALL BUSINESS SERVICEMAL ALEX PRATTELEXNormalAAlexlA5exMicrosoft Word 8.0I@^в@PUQϾ@Y@P [KJ/Microsoft Office0Templates<@,@:i+00/C՜.+,D՜.+,H hp  Sunalexd:1 SMALL BUSINESS SERVICE Title 6> _PID_GUIDAN{824023C1-7D7A-11D3-954A-0080C7B22FC2}<@,@:i+00/CSMALL BUSINESS SERVICE Developing the SBS: Knowing our customers Mini Project Alex Pratt Feb 28th, 2001 Page 1 Executive Summary Within SBS, it is widely and clearly understood, both at the individual and organisational levels, that being credible and authoritative in the eyes of business customers (SMEs) and of Govt, is critical to the achievement of the SBS vision, and that such credibility is a direct function of the understanding of issues facing small businesses, of their behaviour, and of marketplace conditions. Both the Business Voice/Regulation and Business Link Services SBS roles are heavily relient on internal and external SBS credibilty and authority, which will only be sustainable through a robust reliable foundation of business customer understanding. However, despite this strategic clarity, behaviour is not consistent with delivery of this mission critical credibility, and as expressed by the ruthless customer focus mantra. This imbalance between a clear strategic direction (backed by rhetoric) and what amounts to unsupportive organisational behaviour, is a primarily function of the systems and incentives in place, and is not, in my view a significant function of the professional, experiential or attitudinal attributes of the staff. Indeed many staff appear to apply the bulk of their inginuity in overcoming the perverse incentives which mitigate against customer focus. Not unsurprisingly, given the Govt Agency environment in which SBS exists, the closer, more immediate, more powerful customer grouping of the Govt itself continues to shape behaviour in a way which draws critical focus away from business customers. As one would expect in a national franchisor, the majority of staff do not operate with business customers on a regular basis because they are systems orientated. This organisation therefore relies on second hand contact and information, on its research programme, on the past experience of staff members, and on the opinions of lobby groups and interventionists (e.g. myself, SBC, Ministers, Franchisee Board Members etc..) to inform its customer understanding. However, there are no clear robust mechanisms in place which facilitate a broad, evidential and intelligence based understanding of real customer needs and priorities, and it many remain frustrated as to how and why decisions are made. When unaligned, it is the decision making behaviour and outcomes, rather than the Directors public statements on aims and objectives. which play the more powerful role in organisational behaviour. In summary, we have a mission critical issue, recognised to be as such by all parties. It requires clear, unwavering leadership to deliver (probably against the short term views of some powerful players, given the environment in which SBS operates) but it has the intellectual support of Govt, Staff, the BL Network, Customers and the SBS Vision. Page 2. It would be a fatal mistake for SBS to continue to treat customer understanding and focus as an add on activity, solvable by a few tweaks to the existing system and the odd public initiative. It is infact THE strategic theme which will ultimately determine the success of the organisation and the legacy it leaves behind. It is at the heart of the SBS offer to customers, staff and Govt, and without it SBS has no reason to exist. Given the fundamental nature of the issue, I have avoided the temptation to play with the theme at the edges by making a few minor suggestions. Consequently there will inevitably be implications for the whole organisation should these recommendations be followed, and I am cognisent of the fact that there will be very strong forces which seek to prevent such a degree of change. Fortunately, change was behind the genesis of SBS, and despite what some perceive as a slow start, providing further delays are not endorsed, the organisation still has at its option, the ability to demonstrate to insiders and outsiders that it is serious about exhibiting a revolutionary customer-focussed approach in the Business Support arena. I have made 10 recommendations. SMALL BUSINESS SERVICE Developing the SBS: Knowing our customers Mini Project Alex Pratt Feb 28th, 2001 Page 3 CONTENTS ITEM TITLE PAGE Executive Summary 1-2 Contents Page- You are here 3 The Author 4 Methodology 4 1. Be honest and explicit about your customer 5 2. Implement systems which support your vision 6 3. Independant advice ? 5 4. Improved coherence of support ? 6 5. Improved quality of support ? 6 6. Help with regulation ? 7 7. Innovation ? 7 8. New Technology ? 7 9. A more ambitious outlook ? 8 10. Branding ? 8 11. Further Thoughts 9 12. Your comments 9 SMALL BUSINESS SERVICE Developing the SBS: Knowing our customers Mini Project Alex Pratt Feb 28th, 2001 Page 4 The Author A small business entrepreneur with 8 years concurrent Public Sector experience as a secondee in different positions within the DTI working with various Depts. He investigated Business Support while at the DTI Innovation Unit prior to the creation of SBS, and is Director of a small company with significant experience as a customer of Business Link. As Chairman of the National Assessment Process for the SBS Franchises, he was the external person most exposed to the ideas and aspirations of the bidding teams. As coach to the new network, he helped successful bidders in different geographical areas overcome difficulties, and as Chairman of one new franchise company, he has direct experience of what it is like to operate as a member of the new BL network. This unique combination of simultaneous end-user, BL network, regional, and national understanding and experience provides an excellent platform from which to view and position more narrowly held views, from within and outside the organisation, and in the context of the overall helicopter picture. The Methodology Interviews and group sessions were held with approx. 50 people from inside and outside the SBS HQ team, including all Directors, members of staff from the London and Sheffield offices, the Regional Mangers, and staff at different grades from each directorate. The interviews probed customer understanding from the perspective of the issues facing SME Directors, the pressures and disciplines under which such people are required to operate, and the anticipated generic behavioural priorities of this group. Questions were asked as to who the customers are, how their needs are reliably identified by SBS, and how, from the perspective of the individual being questioned, such identification is translated into policy and behavioural changes. Additional contributions were sought from selected members of the franchise network, and from the Cabinet Office, particularly in relation to research programmes. Paperwork including the Staff Survey, the SBS Research Strategy and contributions from interested parties were also studied and deciphered for relevance. All contributions were accepted as unattributable and the names of contributors are therefore not included in this report. Designed to be a quick snapshot of the current position seeking leadership and a rapid way forward, the report relies heavily on the authors entrepreneurial background, and experience of SBS in interpreting informal contributions. It is not an academic exercise.. SMALL BUSINESS SERVICE Developing the SBS: Knowing our customers Mini Project Alex Pratt Feb 28th, 2001 Page 5 1. Be honest and explicit about your customers. There are clearly two principle distinct customer groups for SBS and this fact needs to be acknowledeged and factored into the organisational structure in such a way as to reflect what is already well understood by staff. While all SBS activity may ultimately be designed to benefit the business customer it is destructive to ignore the fact that a weak association with such beneficiaries will have only limited impact on behaviour, particularly given the more immediate mix of highly potent more direct relationships with other interested parties. There is a chasm between the behaviours and culture necessary to successfully and directly serve the needs and demands of SMEs, and those required to influence national policy formulation and strategy. While both activities benefit enormously from a strong mutual association, the error is to assume that common information needs and common beneficiaries equate to common drivers, approaches and cultures. It is abundantly clear to any informed observer, which includes most staff, that despite rhetoric to the contrary (ruthless customer focus ), SBS continues to behave in much the same way as a veteran civil servant would expect. Namely, the more immediate more powerful relationships with Ministers and Govt dominate behaviour, to the detriment of the arms length distribution chain and the ultimate business customers. To understand your customer you self evidently need to identify who they might be. Recommendation 1 Each position within SBS should be clearly codified as primarily for the benefit of one of the two main customer groups. Job descriptions which are ambiguous in this regard should be altered and responsibilities switched so that each individual may identify clearly with a principle customer group. This change allows for an organisational structure segmented horizontally according to customer focus rather than just vertically by functional discipline. SMALL BUSINESS SERVICE Developing the SBS: Knowing our customers Mini Project Alex Pratt Feb 28th, 2001 Page 6 2. Implement systems which support your vision. As the vision is to make the UK the best place to start and succeed in business and the strategy for achieving this revolves around ruthless customer focus, organisational systems and incentives need to change in order to support and reflect the rhetoric. Based around the outputs from recommendation 1, those parts of the SBS organisation dedicated to working directly with business customers, such as national services, the BL Network, the Gateway etc, should be released, where possible from direct policy activity and outputs, and freed to concentrate on customer-facing value delivery, a critical element of which will inevitably be the development of a clear understanding of customer expectations and needs. By stripping out this team into an autonomous division tasked with delivering a successful business support franchise network and reliable intelligence and understanding of customers, the appropriate focus will become systematised. A relatively small national team, led by the Commercial Director would be sufficient to interface with the national policy team, forming a crucial bridge between the policy and delivery arms of the organisation. At the highest level the interface would be the Chief Executive plus the Policy and Commercial Directors, and should be the forum at which all key decisions are taken, it being the point at which a clear understanding of both SBS customer groups will be best represented. In this way, decisions taken will be seen to be customer focussed and representative of the competing customer needs. This small national team will facilitate the relocation of the bulk of the customer-facing organisation closer to its customer base in much the same way as the policy team is located close to its customers. By possibly building on the existing regional structure, and devolving more responsibility to the regions, we would be much closer to our customers and distributors, which is where we need to be. By operating such a distributed model, whereby each regional team were to assume responsibility for driving some key national operational functions, we would glean the additional advantage that the BL network would automatically become more fully informed and engaged while decisions remained within the SBS. We would also effectively institutionalise the feedback loop from the customer through to policy, and would be able to talk more credibly and authoritatively as a national voice for SMEs. Recommendation 2 Separate the business-customer focussed activity from policy work operationally and physically by re-engineering the business around the existing regional structure. SMALL BUSINESS SERVICE Developing the SBS: Knowing our customers Mini Project Alex Pratt Feb 28th, 2001 Page 7 3. Create more evidence-based, customer focussed policy. The SBS organisation is currently driven by a flood of policy demands almost exclusively derived from the non-business customer base. It displays the classic symptoms of an under-resourced Govt Department labouring under the strains of delivering top down policies resultant from an incessant series of on high interventions. It is essential that a robust evidence-based knowledge backbone be brought into play which supports a more measured approach to policy, based upon fact and understanding rather than assertion and opinion. While the organisation is unlikely to be able to resist the most virilant of requests made of it, there is considerable scope to improve matters and to become more proactive in matters of policy. While most staff seem able to identify likely issues of concern to small businesses such as Cashflow and Sales, this understanding appears skin deep, and it is clear that no widely held SBS evidence based perspectives exist, which leaves the organisation unable to best shape well meaning policy to the benefit if both customer groups. The SBS research facility seems, much like the rest of the organisation, and to its constant frustration, not to be woven into policy making and it does not appear to significantly influence behaviour. Similarly, intelligence from the army of Business Link Advisers who are our main resource in daily contact with customers, does not appear to factor into our thinking. This is particularly alarming when we are aware that less than 5% of SBS staff talk to business customers on a daily basis. The starting point must be to ensure that we know what we already know as there seems little point in gathering more knowledge for it to lie fallow on someones hard disc. Recommendation 3. The research function is critical to customer focus and should be a fully integrated into the commercial group. Recommendation 4. The research function should establish a standing panel akin to the Peoples Panel, possibly in conjunction with the Cabinet Office, and develop an internal SBS model covering all key areas related to small business, backed by a database of supporting references, and searchable by topic. Research should principally be driven by the need to exceed customer expectations and deliver value. SMALL BUSINESS SERVICE Developing the SBS: Knowing our customers Mini Project Alex Pratt Feb 28th, 2001 Page 8 4. Improved Coherence of Support ?- Will follow a healthy demand. Recommendation 5. SBS needs a reliable mechanism to unlock and share the customer understanding and experience held by individual members of staff. I suggest a team based quiz from randomly selected groups of four across the organisation akin to University Challenge, and drawn from available research data, with a reasonable prize for the winning team, to be repeated every 6 months. 5. Improved Quality of Support ? - Quality belongs to the purchaser. Quality is a crucial element in providing a positively re-enforcing consumer experience. However, it must be understood to be an aspect of value as perceived by the consumer, and not measured by the closeness of adherence to the quality system. A quality system is a means to the end and, while necessary is an insufficient condition in the pursuit of perceived value. Consumers need to believe what they see, as well as be presented with it. SMALL BUSINESS SERVICE DTI Consultation Paper Response Alex Pratt July 16, 1999 Page 7. 6. Help with Regulation ? - Turn Information into knowledge. This is one key area where value can be created by adding the voice of small business to the joined up thinking around these issues. Both the drafting, and the implementation of regulation needs attention. However, it is the turning of the available information into practical useful knowledge in the hands of the small business consumer which is critical. This is where the consumer will taste value. 7. Innovation ? - Critical, but why ?..... The successful exploitation of new ideas is key to the competitiveness of any organisation in todays consumer driven change dynamo. It is especially true for small companies who often create their edge through innovative processes, products or approaches. Such an approach will be required of SBS if it is to truly represent and service its business consumer base. Similarly, its enmeshed position across Whitehall could make it an engine for innovation in Government, and a spur to inter departmental joined up thinking and action. It will have insufficient teeth to drive such fundamental change, but could become an important catalyst for it. 8. New Technology ? - Yes, but do NEW things with it too..... No innovative small business can afford to avoid the fundamental market changes being wrought through societal behaviour, and facilitated by new technologies and attitudes (I am writing this report at home in my garden). Providing sufficient weight of consumers can be turned on to the output of the system, the supply chain ought to fully embrace all relevant technologies and practices. However, doing the same things with different technology is unlikely to work. In the past, building technology into the business support system has not translated into meaningful benefits to most potential business consumers. Treat technology as the means to the end, but always have the end firmly in mind. The system often gravitates to the more comfortable position of focusing on the means, at a high opportunity cost to the end, namely consumer perception. Small businesses need to be made more aware of the more powerful forces at work in the global economy, which they may not experience on their own in enough time to react. For example, the dissintermediation of the supply chain driven by globalisation and the internet, the way environmental issues will be played out on the ground, and sustainability issues, are already significantly impacting on small business life- no business can hide anymore. Unnecessary transaction costs will be forced out by the strength of the new market dynamic. SMALL BUSINESS SERVICE DTI Consultation Paper Response Alex Pratt July 16, 1999 Page 8. 9. A More Ambitious Outlook ? - The best will drag the weak up...... Often, the culture in a small business will be one characterised by no time, nose to the grindstone. I know myself, as the leader of such an organisation that there is a strong tendency to avoid looking any further than what is immediately necessary. Such a dominant cultural strand leads to minimum levels of local networking between companies, poor communication of regulations and advice, and a poverty of aspiration regarding opportunities, growth and innovation. Outside of enforced discipline and individual passion, the most dominant force for change in an organisation is a demanding customer. SBS itself needs to locate and serve this segment of its market, rather than focus on the waifs and strays. The market will be dragged up by the best, not pushed up by the weakest. 10. Branding The brand is a manifestation of consistent actions- ONLY. The small business market is dominated by information overload and knowledge poverty. In such conditions, branding and identity are key levers in managing consumer perception. The Business Link brand may have achieved impressive levels of awareness, but the question of what it communicates to consumers is key. The imbued brand value of impartiality has been eroded at the margins through the delivery on the ground of the income generation targets. It is difficult to see which other positive values have always been present in all manifestations of Business Link presence. One thing is clear, there are considerable negative connotations to the brand which will require high profile consistent behavioural changes to eradicate. It makes no obvious sense to ditch this brand, but it must provide a strong positive benefit to any franchisees who become dependant on business consumer interest for their livelihoods. Work on the brand and the identity which it represents lie at the heart of the necessary changes- this is a key strategic area. SMALL BUSINESS SERVICE DTI Consultation Paper Response Alex Pratt July 16, 1999 Page 9. 11. Further Thoughts While the creation of SBS will improve the strength of influence of the small business sector within Whitehall, and in the Public Sector at large, the compulsion on these other players appears limited to listening. While it would be unrealistic to expect other departments to be forced to act, there should at least be a compulsion for a public response, to demonstrate to its consumers that SBS is asking the right questions on their behalf. This could be achieved by an annually published report which would demand a response from Cabinet Ministers. This would be a useful tool in really giving SBS some teeth. Increasingly, small businesses encompass many not for profit, or community based enterprises, being driven by social entrepreneurs with wider more inclusive aims. The voluntary sector is of critical importance to the economy, and we should therefore look wider than growth in pure economic, profit driven terms. Small enterprises are the foundation of our economy but many are not businesses in the traditional sense. Leadership, courage and management skills are all areas where great strides could be achieved. Often our small business leaders, and leaders within their organisations, lack one or other of these attributes. I believe much more attention needs to be paid to growing the individuals who take the decisions, rather than focusing on the decisions themselves. For this reason it is important to avoid separating business support from learning and skills- we need to break this artificial divide which is a major barrier to competitiveness, at all levels. It will be critical for SBS to develop clear vision, mission, strategy and objectives; tools which have not been widely associated with business support in the past, perhaps due to over emphasis on rapid policy delivery to please Ministers. How prepared are they really to let go this firm grip? I would suggest that the small business jury is very much still out on this issue, and judgements will be made as to whether SBS is truly a new entity, or simply a new wardrobe. 12. Your Comments Should the reader which to make comment on, or discuss issues raised in this paper, the author can be contacted as follows. The preferred method is by E mail- E- mail alex@sunalex.co.uk Fax 01296 628010 Tel 01296 395400 [jpqnu%&(?>MSTUVaJ!b!!!!!!''))))))),*-*B013344444444.5/505<¼ططؼOJQJ 5OJQJ CJOJQJ5CJ OJQJ CJOJQJ5CJOJQJ CJOJQJ5CJOJQJ5CJOJQJ5CJ$OJQJFBOP[jq`  ijklmnvwx$BOP[jq`  ijklmnvwx)*#$%'(?jwx+^!:Vz%23>MTUex)*#$%'(?jwx+^$!:Vz%23>MTUa\]'($Ua\]'(% > ? I!J!K!b!!!!!!!!!!""$$%%U'V''''(()))))))))))))))))-*.+/+--A0B011333444444444444405z6{6688`9a9Q;R; b(% > ? 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