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The Success Case Methodology is a chosen method or well-designed evaluation process which is meant to determine how efficient and effective an introduced concept or activity is working (Dessinger & Moseley, 2010). Due to its reliable measurement, Success Case Methodology is being adopted in various organizations despite its newness in the existing corporate world (Stufflebeam & Shinkfield, 2007). This process has three core questions to be addressed which are:
Therefore, the steps defining this process include (Brinkerhoff, 2006):
In the banking sector, initial job specialization and workflow defined by separation of departments ensured controls were adhered to and efficiency ensured. This is due to the level of security required in safeguarding the bank’s assets and employees. Increased competition based on credit facilities will ensure that any bank uses all its staff members in sales. Therefore, a suitable training is required for non-sales staff in order to assist the marketing department increase their sales in loans, mortgages and credit cards among other credit facilities. The sales forms the basic point of focus and the plan is in the training of non-sales staff. Without a definite focus and matching plan the whole success Case Methodology cannot take shape (Padget, 2009).
Therefore, all non-sales staff will be attached to specific sales team leaders to whom they receive training as a group and then they further sales leads to actual or direct sales personnel. Through this, every training program is customized towards specific products and the results are easy to measure through direct sales figures in a specific measurable period like a week or a month. Without the direct measure in number of sales leads converted in a specified time period, then the impact model intensity cannot be realized (Russ-Eft & Preskill, 2009).
Random checks on individual progress in non-sales staff sales lead sheets should indicate the progress. Their attitude and feedback mechanisms should determine the level of enthusiasm. Likewise, the sales staff or team leaders’ conversion of sales leads should be measured after every week of a new training program for the non -ales staff. Being a bank, the progress of other functions other than sales should also be evaluated for any improvement or slumps. When evaluating a success case methodology in its application, the level of stability of older or existing projects should be monitored too (Phillips, 2010). This ensures that a new venture does not interfere with the smooth running of an organization.
Introduction of performance schedules and dash boards reflecting team scores in terms of sales leads generated and the percentage converted against prevailing sales targets of the bank’s branch would be the best analysis tool. This would not only encourage team competition but also point out products that certain teams are poor in selling as well as best performing products. The impact by non-sales staff contribution would also be measurable through the volume of sales leads generated. Interview and documentation of individual product cases should highlight the areas to strengthen as well as those to invest in for an overall positive outcome (Jain & Montani, 2010).
The weekly or monthly findings should be openly communicated at staff meetings just before the start of the next timed session. This can be weekly or monthly. This is an important way of feedback which makes the members involved appreciate their new acquired skills as well as realize what their personal contribution was able to reflect in terms of the overall organization’s results. This can be done through production of evaluation reports or carrying out interactive peer reviews (Arikan, 2008).
Development of a Success Chain Methodology does not need to be a hectic and tiresome process as long as the results and the objective are related. The initial planning and focus is what develops the strength of the whole process thus a good initial stage should enable fewer adjustments in between the other stages.