Diagnostics Definition: Derived from the word Diagnosis (from ancient Greek διάγνωσις = discernment) is the identification of the nature and cause of anything. Diagnosis is used in many different disciplines with variations in the use of logics, analytics, and experience to determine the cause and effect relationships. In systems engineering and computer science, diagnosis is typically used to determine the causes of symptoms, mitigations for problems, and solutions to issues.

Today’s business environment is more challenging than ever before, the rapid pace of change taking place caused by increased competitiveness, technological and process improvements and the ever more informed consumers means that today’s business leaders are faced with one clear underlying business reality, keep moving, evolving, adapting, changing or face the long hard road of decline.

Understanding this is not enough, business leaders need to adopt a process to manage change successfully and the beginning of that process is a proper diagnostic. Just as a world class surgeon would not operate on a patient without understanding the symptoms and properly diagnosing all the possible causes before recommending surgery, today’s business leaders face the same dilemma. How can I be sure that the solution(surgery) my team is recommending will actually solve the problem? Answer: if you’re not sure get a second opinion. SalesSuite has proven Diagnostic Methodologies to allow business leaders get a second opinion.

We provide diagnostics in the following areas:

  1. Sales and Distribution – Strategy
  2. Modern Trade – Strategy
  3. Warehouse and Logistics- Optimization
  4. Field asset – Management
  5. Sales Force Automation- Selection and Adoption
  6. Route Engineering – Design, re-Design
  7. Sales Organization- Design and Development
  8. Annual Operating Planning
  9. Cash Flow Management
  10. Raw Material and Procurement Planning


Sales and Distribution
Modern Trade
Warehouse and Logistics
Field asset – Management
Sales Force Automation
Route Engineering
Sales Organization
Annual Operating Planning
Cash Flow Management
Procurement Planning

How do I measure success?
What are some of my key issues?
What 3 issues have the biggest business impact for me?
Is my S&D strategy still 1 dimensional, i.e. 1 system fits all customers?
What are my options for change?

What is Modern Trade and how do I define it?
How am I calling on the Modern Trade?
How big is the MT channel compared to the rest of my business?
What is it costing me to serve this channel?
What are my options for working with Modern Trade?

How do I measure effectiveness?
How do I compare with other companies in similar industries?
What are some of the industry Best Practices that I could employ?
Which comes first process improvement or technology?

Are my field assets secure?
If audited my equipment today what percentage would I find?
How do I manage my 3rd party maintenance company?
What are the industry best practices for field asset management?
Who’s responsible for managing field assets.

Should I invest in Sales Force Automation and what is the upside for me?
Am I getting the most out of my SFA tool?
Who owns the system internally and how should it be managed?
How does my system compare with other out there?

How do I measure route effectiveness?
What are industry best practices in routing?
How often should I do a re-route and when?
Who should be responsible for route management?

What are the proper spans of control?
Does everyone in my organization understand their job?
Should I have a capability journey defined for my sales team?

Connect all departments to 1 planning process
Identify and challenge key plan drivers
Inclusive planning process

Get ahead of the cash flow curve, reduce surprises

Team approach to having appropriate inventory levels
Maximize cash resources while reducing out of stocks
Maintain accountability

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