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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 Capabili
2、tiesABB 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 ColaColgate Pa
3、lmolive PhilsPhilips Electronics,North AmericaThe Ford CompanyMotorolaAsea Brown BoveriCarolina Power&LightSiemens CorporationThe Boeing CompanyMicrosoft CorporationRust InternationalTurner Construction,Europe/AfricaSmithKline BeechamDaimler Benz AGGEC AlsthomMetallgesellschaft AGKloeckner Moeller E
4、lectrizitaetsGmbhUnited 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 EnhancementCu
5、stomer Satisfaction Assessment Strategic/Business PlanningQuality Management,Software SelectionInformation PlanningSystem Design and Implementation,Process Re-engineeringBenchmarking and Best PracticeCost Management/Client ProfitabilityProject Management,Organisation DesignPerformance MeasurementHum
6、an 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 are part o
7、f 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 strategic goal
8、sUsing 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 this by:,Arthur
9、 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 the third year runn
10、ing 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:supplier partners
11、hip 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 Eastern Europe and Asia
12、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,Staff Union,ABB Stal,Eur
13、opean 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%,Americas,6%,Australia,7%,Europe,67%,Asia,8%,
14、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,Power generation segment reported lower order b
15、ookings 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 approachCustomers are demanding product innovation which satisfie
16、s 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 challenge is expanding his complex organisationinto emer
17、ging 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 ApproachDeliverables and Resource RequirementsCredentialsCurr
18、icula 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,Creating World Class Sales Performance,Identify Salesf
19、orce 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 Traditional Boundaries,Client-Major International food manufacture
20、r,Deliverables:Integrated disparate salesforceIdentified skill shortagesRedefined salesforce focus,Reduce Non Value Added Activities,Client:Large Construction Company,Deliverables:Identified technology solutions to integrate administrative processes,Evaluate Different Segmentation Strategies,Client:
21、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,Client:Construction&Engineering firm,Deliverables:Identification of prod
22、uct 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,Client:Major UK leisure organisation,Deliverables:Co-created and facilitate
23、d 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 strategy based on detailed customer analysis,Focus on the 揥in,Do,Learn?Cycle,A
24、rthur Andersen CapabilitiesABB Stal:Current Situation Achieving World Class Sales PerformanceProject Objective and ApproachDeliverables and Resource RequirementsCredentialsCurricula Vitae,Project Objectives,Review marketing and sales effectiveness within ABB Stal and ABB,Identify the market opportun
25、ity 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 Involve,1.Mobilise,2.Analyse揂s Is,3.Design 揟o Be,4.Implement,Review and Revise the
26、 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 OverviewReview:-strategy-market understanding-performance measures-information-organisation-
27、selling behaviour,Create high level redesignDevelop new processes&management practicesDevelop new organisation structureImplement quick winsIdentify:-roles&responsibilities-IT requirement-performance measures,Conduct pilot rollout-re-skilling-re-organising-re-tooling-re-documentingCollect and review
28、 dataCommunicate progressGlobal roll out,Define pilot areasPlan communicationDevelop overall plan,Present 揂s Is?situation Create business case rationaleCreate quick wins,Create cost benefit analysisCreate detailed implementation planPresent 揟o Be,Phase 1:MOBILISE,Communication and Planning,Agree key
29、 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 business drivers-obstacles and enablers to successHigh level process mapping of business system,Vision,Undertake managemen
30、t workshop to:-review ABB Stal抯 strategies,goals and structure-review marketing and sales strategies,Markets,Identify current/future market characteristics Interview regional management teams to understand issues High level market segmentationConduct customer satisfaction survey in key markets,Produ
31、ct/Service Offering,Understand ABB Stal抯 offeringIdentify product/service differentiatorsDetermine lost tender causes,Customer Acquisition,Understand buying processReview customers and prospects buyer valuesUndertake salesforce 憇hadowing?to identify current process,skills and performance measures by
32、 channel.Undertake Best Practice comparisonProcess map the total sales process,Delivery System,Review KPI抯 for each participating salesforce channel and project team Compare with customer satisfaction resultsAssess value of processes and activities in the light of customer values and customer segmen
33、t feedbackUndertake Best Practice comparison,Installed base customer feedbackIdentify value of key relationships,RelationshipManagement,Phase 2:Analyse 揂s Is,Utilise systems model to understand ABB Stal business process,LEGEND:,PROJECT OBJECTIVES,KEY VARIABLES/RECOMMENDATIONS,LEARN,WIN,DO,Select,Gat
34、her&Filter Process incl.Market Alignment,ModellingProcess,Positioning Process,KnowledgeBase,Plan,Schedule&Manage Projects,Organisationaland TeamStructure,Improve Performance,Profitable JobsCompleted On Budget,CrewProductivity,Work CompletedOn Schedule,EquipmentProductivity,Project Feedback and Learn
35、ing,Performance Measurementand Management,EquipmentEffectiveness,Incorporate Strategy,Vision,Purpose&Stakeholder Expectations,ABB Stal&Supplier Integration,Phase 2:Market Understanding,Market Characteristics,Market trendsKey competitor strengths and weaknessesKey developmentstechnologyeconomicsocial
36、political,High Level Market Segmentation,GeographyExisting clients/prospectsGovernment/commercial,Assess Customer Satisfaction,Multi/single vendor customersWhole lifecostsCurrent and emerging buyer values,Understand Buying Process,Decision making unitfunding institutionsgovernmentsoperatorsITT proce
37、ssReference sitesFinancing options,Phase 2:Customer Acquisition-Understand Buyer Behaviour,Category,Vendor,Supplier,StrategicSupplier,Alliance,Tactics,Tools,Single RequirementLowest PriceMinimal Management Time,Terms/Conditions 1Vendor Rating 1Whole Life Costing 1Desktop Capability AssessmentGeneric
38、 Statement of requirements,慍orporate AgreementsMax Supplier Distribution Min LogisticsLong Term ContractsMove to JIT,EDIPerformance ReviewTerms/Conditions 2Vendor Rating 2Whole Life CostingFull Capability Assessment,One off requirementsRisk SharingJoint DevelopmentsExclusivity,Memorandum of understa
39、nding慣ailored?Capability AssessmentProgress MeetingsT&C抯 3VR 3WLC 2,Shared Market AnalysisReduced Planning Channels,Joint Strategy ReviewsSecondments/ImplantsAccount Managers,VISION,Phase 2:Identify Contribution of IT to the Marketing/Sales Process,Contract Management,After Sales Service,Installatio
40、n,Manufacturing,Competitor Evaluations,Research&Design,Sales Opportunities,Customer Management,Supplier Alliances,Phase 2:Performance Measurement,Our performance measurement process utilises the vital sign performance measurement methodology,Cost,Quality,Time,Organisation,Process,People,Performance
41、against budget versus last yearRevenues generatedSales increase versus last yearCost per callProfitability,Produce strategic business plan for key customers%time spent on administrationLeads convertedSales forecast accuracy%time spent travelling to customersAfter sales service response timeCustomer
42、knowledge,Personal development expenditure,Upward appraisalNumber of best practice ideas accepted onto databasemanagement feedbackAnnual rating,Number of customer visits per month,Training,Communication,Rewards,IMPLEMENTATION,PROCESSMEASURES,KEY ACTIVITIES,OUTPUT MEASURES,SALESPERFORMANCE,CRITICAL P
43、ROCESSES,Benchmarking,STRATEGY,LeadershipStakeholdersBest Practices,GOALS,Continuous Improvement,Time to fill vacanciesTime lapse from concept trialing to decision on roll out or rejection,Quality log of customer satisfaction,%variance in development cost estimate versus actual,Time to acquire marke
44、t sector leadership,Phase 3:DESIGN 揟O BE,Design organisation process change,COMMUNICATE AND INVOLVE,Plan resources to ensure a consistent face to the customerEnsure sales ownership of accounts while developing framework for team selling skills and knowledge sharingNew focus on empowerment,penetratio
45、n of competitive accounts and long-term consultative relationships,Refine/redesign sales processPresent proposed organisational and process changes to the Steering CommitteeRefine recommendationsEnsure flexibility for local management to tailor approach to meet specific local market needs,Refine/cre
46、ate new sales channel structureQuantify cost benefit of recommendationsFacilitated workshop with key management to obtain buy-in to redesigned processesAgree on suitable pilot regions to trial new processes,Introduce identified quick wins across the whole sales organisationMonitor and refine,Focus o
47、n 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,Develop new organisational structure,Implement Quick Wins,Develop Performa
48、nce Measurement Framework,Phase 3:Process Redesign,For the largest brewer in the UK we designed and implemented a major process redesign in order to maximise the effectiveness of the I50 strong Area management teamEach Area manager is responsible for ensuring that 18 public houses reach their profit
49、ability targetsBy working with 2 pilot teams of 15 managers we:provided each manager with sustainable skills in coaching,performance management and leadership,to help their public houses to higher levels of performanceredesigned Area Managers processes and activities to focus on high value(blue chip
50、)activitiesintroduced and implemented business development initiativesimplemented a structured visit approach to ensure standardised operating behavioursintroduced a detailed business planning methodology for each Area ManagerInitiative is now being rolled-out nationally,Phase 3:Process Redesign,Per
