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Take into account that the customer’s voice would be unrealistic. The realities of the business world impose on us to take into account other factors that we find under the term Voice of business.

Introduction

Driving a business or doing the right project is not just a matter of taking into account the Voice Of Customer. Based on the observation that the customer is not able to accurately define his need and/or that we do not have infinite resources, it is the responsibility of the pilot project to make choices.

To do this, the Voice of Business is used in addition to the 5W2H to define the scope of all types of projects: conception of a new product, resolution of a problem on line…

Principle

VoB is a tool developed to help make decisions and help prioritize a CTQ At the beginning of the project or reorienting the project during its development. This tool comes as a table where we will add scores according to predefined criteria.

A second group of criteria would be linked to the ” resulting ” of the strategy definition process. We are talking here of ” resulting ” and not of the process of defining the strategy.

The model

Resource criteria

The first group of criteria is representative of the company’s resources. It is part of a current “resource -based View ” (RBV), which stresses that resources are the basis of any decision1. It is a question of finding opportunities for values that correspond to the capabilities of the company and identify what ” we can or cannot do ” in a tangible way2.

The number of resources is 6:

  • Human : Their knowledge and knowledge, their training, their creativity and adaptation skills, the ” acceptance Factor 3 to change… but also the characteristics of the company’s human resources, such as That the rotation of the staff, the structure…
  • Financial : More than the financial means such as capital or allocatable finances, this is all the financial characteristics of the company (cost structure, management system, level of indebtedness…).
  • material : They are all tangible or intangible resources relating to the technological capabilities of the company. They are machines with their levels of modernity, tools, technologies, the level of production capacity, the research potential but also the software, office accessories…
  • Commercial : They aggregate all resources related to the supply and distribution of products and/or service. The distribution consists of the network of shops, the central purchasing, the logistics, the mode of sale… But also the brand image, the product range, the perceived quality level of the products. On the other, supplies are comprised of the network of suppliers and their relative capabilities.
  • External : They bring together the whole network of knowledge. They can be companies, consultants, experts, suppliers… They may be material, commercial, financial or human resources.
  • process : These are the processes of ” decision-making, the patterns of coordination, interaction, communication, the development process…2. These are formal processes, set up to govern each other’s behaviours and bring coherence to the business. or informal processes, such as routines, ways of working… They are specific to people and are ” generally the most serious handicaps for businesses2.

 

Some details on the assessment of resources

  • It is not advisable to take into account future resources, even those that will be integrated in the short term.
  • The notion of availability of resources: it is advisable to evaluate the elements only in relation to the resources allocated when the project was put in place.

Strategic criteria

From a vision, management sets up a set of strategic guidelines to coordinate the entire company towards that same goal. These guidelines can be applied to a variety of areas. For example, they may be guidelines on recruitment or partnerships.

For this, when setting up a project, the project manager formalises in a specification the necessary guidelines for the smooth running of the project. It can be information on profitability objectives, project planning, the desired level of quality…

Method of Evaluation

1. Proceed with the evaluation

We list in a table all the customer expectations resulting from the VOC. The evaluation of each of the expectations is then done according to the 2 types of criteria. The PUGH method is used with the following operation:

  • Criterion resource: The best is the one requiring the least resources and conversely.
  • Strategic criterion: The best is the one most related to strategy and conversely.

2. Deduct the VoB score

By summing the score of the two groups of criteria, we deduce the ranking. First, the one with the greatest strategic appeal and demanding the least resources and ultimately the one with the lowest strategic appeal and asking for the most resources.

3. Identify priorities

In the Step 4 of the VoC, we prioritized the client’s expectations. This result is concatenated with that of the VoB to identify the final hierarchy of the VOC.

Example

We want to develop an innovative product: Our idea is to design a milk bottle allowing the customer to have fresh milk for 2 weeks without the need to put it in the fridge. We build the following table:

 Resource criterionStrategic criterionVOC RatingVOB ratingSum VoC + VoBFinal rating
Have an ergonomic product572352
Have a volume of 10l314483
Deliver quality milk991121
Have a nice bottle with a nice design533252

It is concluded that we must necessarily deliver a good quality product. Conversely, we will not waste too much time on having a volume of 10L.

Source

1 – C. G. Brush, P. G. Green, M. M. Hart (2001)-From initial idea to unique advantage: The entrepreneurial challenge of constructing a resource base

2-C. M. Christensen, M. Overdof (2000)-Responding to the challenge of radical change

3 – A. DAS (2002), ABB’s Funnel project sparks ideas, innovation

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