1、Proposal to Managing For Growth: Maximising Salesforce EffectivenessOctober 1996,Agenda,Arthur Andersen CapabilitiesABB Stal: Current Situation Achieving World Class Sales PerformanceProject Objective and ApproachDeliverables and Resource RequirementsCredentialsCurricula Vitae,Arthur Andersen Capabi
2、litiesABB Stal: Current Situation Achieving World Class Sales PerformanceProject Objective and ApproachDeliverables and Resource RequirementsCredentialsCurricula Vitae,Representative Business Consulting Manufacturing Clients,Asia PacificDainippon Ink & ChemHK WiringOkamoto Machine ToolCoca ColaColga
3、te Palmolive PhilsPhilips Electronics,North AmericaThe Ford CompanyMotorolaAsea Brown BoveriCarolina Power & LightSiemens CorporationThe Boeing CompanyMicrosoft CorporationRust InternationalTurner Construction,Europe/AfricaSmithKline BeechamDaimler Benz AGGEC AlsthomMetallgesellschaft AGKloeckner Mo
4、eller ElectrizitaetsGmbhUnited BiscuitsAsg,South AmericaFiat AutoPetroken S.a.,Arthur Andersen Consulting Capabilities,Arthur Andersen provides seamless expertise in assisting clients to align their organisations, address their business challenges and improve their business performance,Revenue Enhan
5、cementCustomer Satisfaction Assessment Strategic/Business PlanningQuality Management,Software SelectionInformation PlanningSystem Design and Implementation,Process Re-engineeringBenchmarking and Best PracticeCost Management/Client ProfitabilityProject Management,Organisation DesignPerformance Measur
6、ementHuman Resources Management,Change Implementation Approach,Our implementation focused team approach which seeks to address the key challenge consultants and clients face in every project: the human aspect of changePartnering with our clients to ensure results are achieved. We ensure our clients
7、are part of the process from problem identification to solution implementationOur organisational change approach which strongly relies on performance measures and measurement systems to align the entire organisation, its processes and people behaviour, with customer-focused objectives and overall st
8、rategic goalsUsing the Arthur Andersen knowledge of Global Best Practices to accelerate the change processes and deliver creative insights,Our Business Consulting practice focuses on helping companies achieve measurable performance improvement and implement positive and lasting change. We achieve th
9、is by:,Arthur Andersen CapabilitiesABB Stal: Current Situation Achieving World Class Sales PerformanceProject Objective and ApproachDeliverables and Resource RequirementsCredentialsCurricula Vitae,Current Situation,Asea Brown Boveri (ABB) are the world抯 largest electrical engineering concern. For th
10、e third year running it has been voted Europe抯 most respected company in a survey carried out by the Financial Times ABB consists of 36 decentralised businesses operating primarily in four business segmentsABB are recognised for innovation in a variety of areas, mostly notably the T5O change process
11、:supplier partnership programmesreduction in lead times 50%stock/inventory levels reduced by 30%productivity improvements 20%benchmarking for 50% of the businessABB Stal抯 primary focus is steam turbine technology. The majority of sales are to Sweden and Germany, although emerging markets such as Eas
12、tern Europe and Asia are increasing in importance. Without these markets ABB抯 last 6 month抯 growth 揷ould have been zero?(Percy Barnevik),Asea Brown Boveri AB,Power generation,Power transmission and distribution,Industry and building systems,Financial services,Various activities,Corporate Research,St
13、aff Union,ABB Stal,European Turbine Market,Source - Frost and Sullivan, July 1998,$B,Source - Frost and Sullivan, July 1998,Market Share in Europe,ABB Stal - Global Sales: Gas Turbines 10 - 30mW,ABB Stal - Global Sales: Steam Turbines 3 - 100mW,ABB Sales 1995 - Steam Turbines 3 - 100mW,Africa,12%,Am
14、ericas,6%,Australia,7%,Europe,67%,Asia,8%,North America,0%,Middle East,0%,Growth in orders for Steam Turbines 3 - 100mW for period 1991 - 1995,0,0,0,0,17,49,167,465,226,188,21,37,51,24,24,0,50,100,150,200,250,300,350,400,450,500,1991,1992,1993,1994,1995,Order Volume,Americas,Europe,Asia,Challenges,P
15、ower generation segment reported lower order bookings in 1995 resulting in lower earnings. The European turbine market (Steam and Gas) declined by 17% from 1992 levels to $1.87 billionABB Stal are facing an increasingly complex marketplaceNew geographic markets may require a different approachCustom
16、ers are demanding product innovation which satisfies even more stringent regulatory controls on issues such as the environmentSales performance varies significantly between countries depending on the sales approach:ABB Stal salesforce in SwedenABB group salesforce揊or Percy Barnevik.the biggest chall
17、enge is expanding his complex organisationinto emerging markets? (Financial Times, September 1996),ABB Stal抯 objective is 搕o double present sales volumes by the year 2000?BUT.,Arthur Andersen CapabilitiesABB Stal: Current Situation Achieving World Class Sales PerformanceProject Objective and Approac
18、hDeliverables and Resource RequirementsCredentialsCurricula Vitae,A holistic approach is required to create a world class sales organisation,Strategy,InformationArchitecture,Selling Behaviour,Organisation,Achieving World Class Sales Performance,MarketUnderstanding,PerformanceMeasures,Customer Focus,
19、Creating World Class Sales Performance,Identify Salesforce Best Practice,Client - Major European Car Parts Supplier,Deliverables: Benchmark salesforces operation and identified performance gaps:-knowledge sharing - database accuracy-lead generation and conversion,Develop Partnerships Outside Traditi
20、onal Boundaries,Client - Major International food manufacturer,Deliverables: Integrated disparate salesforceIdentified skill shortagesRedefined salesforce focus,Reduce Non Value Added Activities,Client: Large Construction Company,Deliverables: Identified technology solutions to integrate administrat
21、ive processes,Evaluate Different Segmentation Strategies,Client: Major UK Energy supplier,Deliverables: Designed unique and innovative segmentation strategy in anticipation of deregulation,WORLD CLASS SALES PERFORMANCE,Introduce Focused Market Research, Customer Surveys and Competitor Analysis,Clien
22、t: Construction & Engineering firm,Deliverables: Identification of product life cycle costs,Introduce Customer Satisfaction Contracts,Client: International Engineering Firm,Deliverables: Developed software to allow client to continually monitor customer satisfaction,Implement Performance Measures,Cl
23、ient: Major UK leisure organisation,Deliverables: Co-created and facilitated major change programme to enable Area managers to gauge their effectiveness,Align Salesforce Goals With Corporate Goals,Client - Major French leisure garments manufacturer,Deliverables: Designed and implemented new channel
24、strategy based on detailed customer analysis,Focus on the 揥in, Do, Learn?Cycle,Arthur Andersen CapabilitiesABB Stal: Current Situation Achieving World Class Sales PerformanceProject Objective and ApproachDeliverables and Resource RequirementsCredentialsCurricula Vitae,Project Objectives,Review marke
25、ting and sales effectiveness within ABB Stal and ABB,Identify the market opportunity and core process performance gaps,Pilot redesigned processes and channel responsibilities,Implement new global sales strategy,s Is,o BeVision,PilotImplementation,Realise theVision,Define Team Roles,Communicate and I
26、nvolve,1. Mobilise,2. Analyse揂s Is,3. Design 揟o Be,4. Implement,Review and Revise the Overall Plan and the Communication Plan,MeasureReviewImprove,KEY,PEOPLE,ACTION,CONTROL,Overview of Project Phases,Weeks 1-2,Weeks 3-12,Weeks 13-20,Weeks 21 -,Establish facilitiesRefine project scope,Business Overvi
27、ewReview: - strategy - market understanding - performance measures - information - organisation - selling behaviour,Create high level redesignDevelop new processes & management practicesDevelop new organisation structureImplement quick winsIdentify:- - roles & responsibilities - IT requirement - per
28、formance measures,Conduct pilot rollout - re-skilling - re-organising - re-tooling - re-documentingCollect and review dataCommunicate progressGlobal roll out,Define pilot areasPlan communicationDevelop overall plan,Present 揂s Is?situation Create business case rationaleCreate quick wins,Create cost b
29、enefit analysisCreate detailed implementation planPresent 揟o Be,Phase 1 : MOBILISE,Communication and Planning,Agree key project themesConduct kick-off meeting to confirm goals and focus effortsDevelop detailed workplan,Phase 2 : ANALYSE 揂S IS,Business Overview,COMMUNICATE AND INVOLVE,Identify:-key b
30、usiness drivers-obstacles and enablers to successHigh level process mapping of business system,Vision,Undertake management workshop to:-review ABB Stal抯 strategies, goals and structure-review marketing and sales strategies,Markets,Identify current /future market characteristics Interview regional ma
31、nagement teams to understand issues High level market segmentationConduct customer satisfaction survey in key markets,Product/ Service Offering,Understand ABB Stal抯 offeringIdentify product/service differentiatorsDetermine lost tender causes,Customer Acquisition,Understand buying processReview custo
32、mers and prospects buyer valuesUndertake salesforce 憇hadowing?to identify current process, skills and performance measures by channel. Undertake Best Practice comparisonProcess map the total sales process,Delivery System,Review KPI抯 for each participating salesforce channel and project team Compare
33、with customer satisfaction resultsAssess value of processes and activities in the light of customer values and customer segment feedbackUndertake Best Practice comparison,Installed base customer feedbackIdentify value of key relationships,RelationshipManagement,Phase 2 : Analyse 揂s Is,Utilise system
34、s model to understand ABB Stal business process,LEGEND:,PROJECT OBJECTIVES,KEY VARIABLES / RECOMMENDATIONS,LEARN,WIN,DO,Select, Gather & Filter Process incl.Market Alignment,ModellingProcess,Positioning Process,KnowledgeBase,Plan, Schedule& Manage Projects,Organisationaland TeamStructure,Improve Per
35、formance,Profitable JobsCompleted On Budget,CrewProductivity,Work CompletedOn Schedule,EquipmentProductivity,Project Feedback and Learning,Performance Measurementand Management,EquipmentEffectiveness,Incorporate Strategy,Vision, Purpose &Stakeholder Expectations,ABB Stal & Supplier Integration,Phase
36、 2 : Market Understanding,Market Characteristics,Market trendsKey competitor strengths and weaknessesKey developmentstechnologyeconomicsocialpolitical,High Level Market Segmentation,GeographyExisting clients/prospectsGovernment/commercial,Assess Customer Satisfaction,Multi / single vendor customersW
37、hole lifecostsCurrent and emerging buyer values,Understand Buying Process,Decision making unitfunding institutionsgovernmentsoperatorsITT processReference sitesFinancing options,Phase 2 : Customer Acquisition - Understand Buyer Behaviour,Category,Vendor,Supplier,StrategicSupplier,Alliance,Tactics,To
38、ols,Single RequirementLowest PriceMinimal Management Time,Terms/ Conditions 1Vendor Rating 1Whole Life Costing 1Desktop Capability AssessmentGeneric Statement of requirements,慍orporate AgreementsMax Supplier Distribution Min LogisticsLong Term ContractsMove to JIT,EDIPerformance ReviewTerms/Conditio
39、ns 2Vendor Rating 2Whole Life CostingFull Capability Assessment,One off requirementsRisk SharingJoint DevelopmentsExclusivity,Memorandum of understanding慣ailored?Capability AssessmentProgress MeetingsT&C抯 3VR 3WLC 2,Shared Market AnalysisReduced Planning Channels,Joint Strategy ReviewsSecondments/ I
40、mplantsAccount Managers,VISION,Phase 2 : Identify Contribution of IT to the Marketing / Sales Process,Contract Management,After Sales Service,Installation,Manufacturing,Competitor Evaluations,Research & Design,Sales Opportunities,Customer Management,Supplier Alliances,Phase 2 : Performance Measureme
41、nt,Our performance measurement process utilises the vital sign performance measurement methodology,Cost,Quality,Time,Organisation,Process,People,Performance against budget versus last yearRevenues generatedSales increase versus last yearCost per callProfitability,Produce strategic business plan for
42、key customers% time spent on administrationLeads convertedSales forecast accuracy% time spent travelling to customersAfter sales service response timeCustomer knowledge,Personal development expenditure,Upward appraisalNumber of best practice ideas accepted onto databasemanagement feedbackAnnual rati
43、ng,Number of customer visits per month,Training,Communication,Rewards,IMPLEMENTATION,PROCESSMEASURES,KEY ACTIVITIES,OUTPUT MEASURES,SALESPERFORMANCE,CRITICAL PROCESSES,Benchmarking,STRATEGY,LeadershipStakeholdersBest Practices,GOALS,Continuous Improvement,Time to fill vacanciesTime lapse from concep
44、t trialing to decision on roll out or rejection,Quality log of customer satisfaction,% variance in development cost estimate versus actual,Time to acquire market sector leadership,Phase 3 : DESIGN 揟O BE,Design organisation process change,COMMUNICATE AND INVOLVE,Plan resources to ensure a consistent
45、face to the customerEnsure sales ownership of accounts while developing framework for team selling skills and knowledge sharingNew focus on empowerment, penetration of competitive accounts and long-term consultative relationships,Refine/redesign sales processPresent proposed organisational and proce
46、ss changes to the Steering CommitteeRefine recommendationsEnsure flexibility for local management to tailor approach to meet specific local market needs,Refine/create new sales channel structureQuantify cost benefit of recommendationsFacilitated workshop with key management to obtain buy-in to redes
47、igned processesAgree on suitable pilot regions to trial new processes,Introduce identified quick wins across the whole sales organisationMonitor and refine,Focus on customer and stakeholder needs Align with corporate strategiesBalance cost, quality and time measuresAlign measures at all levels of the businessReality check with Steering Group,Develop new processes and management practice,
