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1、Proposal to Managing For Growth:Maximising Salesforce EffectivenessOctober 1996AgendauuArthur Andersen CapabilitiesArthur Andersen CapabilitiesuuABB Stal:Current Situation ABB Stal:Current Situation uuAchieving World Class Sales PerformanceAchieving World Class Sales PerformanceuuProject Objective a
2、nd ApproachProject Objective and ApproachuuDeliverables and Resource RequirementsDeliverables and Resource RequirementsuuCredentialsCredentialsuuCurricula VitaeCurricula VitaeuuArthur Andersen CapabilitiesArthur Andersen CapabilitiesuuABB Stal:Current Situation ABB Stal:Current Situation uuAchieving
3、 World Class Sales PerformanceAchieving World Class Sales PerformanceuuProject Objective and ApproachProject Objective and ApproachuuDeliverables and Resource RequirementsDeliverables and Resource RequirementsuuCredentialsCredentialsuuCurricula VitaeCurricula VitaeRepresentative Business Consulting
4、Manufacturing ClientsAsia PacificDainippon Ink&ChemHK WiringOkamoto Machine ToolCoca ColaColgate Palmolive PhilsPhilips ElectronicsNorth AmericaThe Ford CompanyMotorolaAsea Brown BoveriCarolina Power&LightSiemens CorporationThe Boeing CompanyMicrosoft CorporationRust InternationalTurner Construction
5、Europe/AfricaSmithKline BeechamDaimler Benz AGGEC AlsthomMetallgesellschaft AGKloeckner Moeller ElectrizitaetsGmbhUnited BiscuitsAsgSouth AmericaFiat AutoPetroken S.a.Arthur Andersen Consulting CapabilitiesArthur Andersen provides seamless expertise in assisting clients to align their organisations,
6、address their business challenges and improve their business performanceRevenue EnhancementCustomer Satisfaction Assessment Strategic/Business PlanningQuality ManagementSoftware SelectionInformation PlanningSystem Design and ImplementationProcess Re-engineeringBenchmarking and Best PracticeCost Mana
7、gement/Client ProfitabilityProject ManagementOrganisation DesignPerformance MeasurementHuman Resources ManagementStrategyPeopleBusinessProcessesTechnologyOperationsOperationsChange Implementation ApproachuOur implementation focused team approach which seeks to address the key challenge consultants a
8、nd clients face in every project:the human aspect of changeuPartnering with our clients to ensure results are achieved.We ensure our clients are part of the process from problem identification to solution implementationuOur organisational change approach which strongly relies on performance measures
9、 and measurement systems to align the entire organisation,its processes and people behaviour,with customer-focused objectives and overall strategic goalsuUsing the Arthur Andersen knowledge of Global Best Practices to accelerate the change processes and deliver creative insights Our Business Consult
10、ing practice focuses on helping companies achieve measurable performance improvement and implement positive and lasting change.We achieve this by:uuArthur Andersen CapabilitiesArthur Andersen CapabilitiesuuABB Stal:Current Situation ABB Stal:Current Situation uuAchieving World Class Sales Performanc
11、eAchieving World Class Sales PerformanceuuProject Objective and ApproachProject Objective and ApproachuuDeliverables and Resource RequirementsDeliverables and Resource RequirementsuuCredentialsCredentialsuuCurricula VitaeCurricula VitaeCurrent SituationuAsea Brown Boveri(ABB)are the world抯 largest e
12、lectrical engineering concern.For the third year running it has been voted Europe抯 most respected company in a survey carried out by the Financial Times uABB consists of 36 decentralised businesses operating primarily in four business segmentsuABB are recognised for innovation in a variety of areas,
13、mostly notably the T5O change process:wsupplier partnership programmeswreduction in lead times 50%wstock/inventory levels reduced by 30%wproductivity improvements 20%wbenchmarking for 50%of the businessuABB Stal抯 primary focus is steam turbine technology.The majority of sales are to Sweden and Germa
14、ny,although emerging markets such as Eastern 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 ABPower generationPower transmission and distributionIndustry and building systemsFinancial servicesVarious
15、 activitiesCorporate ResearchStaff UnionABB StalEuropean Turbine MarketSource-Frost and Sullivan,July 1998$BABBSiemens KWUGEC AlsthomVA TechAnsaldo EnergionOtherSource-Frost and Sullivan,July 1998Market Share in EuropeABB Stal-Global Sales:Gas Turbines 10-30mWABB Stal-Global Sales:Steam Turbines 3-1
16、00mWABB Sales 1995-Steam Turbines 3-100mWAfrica12%Americas6%Australia7%Europe67%Asia8%North America0%Middle East0%Growth in orders for Steam Turbines 3-100mW for period 1991-199500001749167465226188213751242405010015020025030035040045050019911992199319941995Order VolumeAmericasEuropeAsiaChallengesuP
17、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 billionuABB Stal are facing an increasingly complex marketplacewNew geographic markets may require a different approachwCustomer
18、s are demanding product innovation which satisfies even more stringent regulatory controls on issues such as the environmentuSales performance varies significantly between countries depending on the sales approach:wABB Stal salesforce in SwedenwABB group salesforce揊揊or Percy Barnevik.the biggest cha
19、llenge 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.uuArthur Andersen CapabilitiesArthur Andersen CapabilitiesuuABB Stal:Current Situation ABB Stal:Current Situation uuAchieving
20、World Class Sales PerformanceAchieving World Class Sales PerformanceuuProject Objective and ApproachProject Objective and ApproachuuDeliverables and Resource RequirementsDeliverables and Resource RequirementsuuCredentialsCredentialsuuCurricula VitaeCurricula VitaeA holistic approach is required to c
21、reate a world class sales organisationStrategyInformationArchitectureSelling BehaviourOrganisationAchieving World Class Sales PerformanceMarketUnderstandingPerformanceMeasuresCustomer FocusCreating World Class Sales PerformanceIdentify Salesforce Best PracticeClient-Major European Car Parts Supplier
22、Deliverables:Benchmark salesforces operation and identified performance gaps:-knowledge sharing -database accuracy-lead generation and conversionDevelop Partnerships Outside Traditional BoundariesClient-Major International food manufacturerDeliverables:Integrated disparate salesforceIdentified skill
23、 shortagesRedefined salesforce focusReduce Non Value Added ActivitiesClient:Large Construction Company Deliverables:Identified technology solutions to integrate administrative processesEvaluate Different Segmentation StrategiesClient:Major UK Energy supplierDeliverables:Designed unique and innovativ
24、e segmentation strategy in anticipation of deregulationWORLD CLASS SALES PERFORMANCEIntroduce Focused Market Research,Customer Surveys and Competitor AnalysisClient:Construction&Engineering firm Deliverables:Identification of product life cycle costs Introduce Customer Satisfaction ContractsClient:I
25、nternational Engineering FirmDeliverables:Developed software to allow client to continually monitor customer satisfactionImplement Performance MeasuresClient:Major UK leisure organisationDeliverables:Co-created and facilitated major change programme to enable Area managers to gauge their effectivene
26、ssAlign Salesforce Goals With Corporate Goals Client-Major French leisure garments manufacturer Deliverables:Designed and implemented new channel strategy based on detailed customer analysisFocus on the 揥揥in,Do,Learn?CycleWINDOLEARNnPick the Right JobsnDevelop High Quality Cost EstimatesnStrategical
27、ly Position and Price ProjectsnAlign Organisational and Team StructurenImprove Planning and SchedulingnIntegrate Customers and SuppliersnMeasure the Right ThingsnProvide Project Feedback and Enable LearninguuArthur Andersen CapabilitiesArthur Andersen CapabilitiesuuABB Stal:Current Situation ABB Sta
28、l:Current Situation uuAchieving World Class Sales PerformanceAchieving World Class Sales PerformanceuuProject Objective and ApproachProject Objective and ApproachuuDeliverables and Resource RequirementsDeliverables and Resource RequirementsuuCredentialsCredentialsuuCurricula VitaeCurricula VitaeProj
29、ect ObjectivesuReview marketing and sales effectiveness within ABB Stal and ABBuIdentify the market opportunity and core process performance gapsuPilot redesigned processes and channel responsibilitiesuImplement new global sales strategys Iso BeVisionPilotImplementationRealise theVisionDefine Team R
30、olesCommunicate and Involve1.Mobilise2.Analyse揂揂s Is3.Design 揟揟o Be4.ImplementReview and Revise the Overall Plan and the Communication PlanMeasureReviewImproveFOREVERKEYPEOPLEACTIONCONTROLOverview of Project PhasesWeeks 1-2Weeks 3-12Weeks 13-20Weeks 21-Establish facilitiesRefine project scopeBusines
31、s OverviewReview:-strategy -market understanding -performance measures -information -organisation -selling behaviourCreate high level redesignDevelop new processes&management practicesDevelop new organisation structureImplement quick winsIdentify:-roles&responsibilities -IT requirement -performance
32、measuresConduct pilot rollout -re-skilling -re-organising -re-tooling -re-documentingCollect and review dataCommunicate progressGlobal roll outDefine pilot areasPlan communicationDevelop overall planPresent 揂揂s Is?situation Create business case rationaleCreate quick winsCreate cost benefit analysisC
33、reate detailed implementation planPresent 揟揟o BePhase 1:MOBILISEExecutive VisioningGain commitment of senior ABB Stal executives to the projectEstablish Board control for the Steering GroupRefine project scopeIdentify key issuesCommunication and PlanningProject Team Set UpEstablish project steering
34、group and define project goalsIntroduce AA teamFinalise project team structureAgree key project themesConduct kick-off meeting to confirm goals and focus effortsDevelop detailed workplanPhase 2:ANALYSE 揂揂S ISBusiness OverviewCOMMUNICATE AND INVOLVECOMMUNICATE AND INVOLVEIdentify:-key business driver
35、s-obstacles and enablers to successHigh level process mapping of business systemVisionUndertake management workshop to:-review ABB Stal抯 strategies,goals and structure-review marketing and sales strategiesMarketsIdentify current/future market characteristics Interview regional management teams to un
36、derstand issues High level market segmentationConduct customer satisfaction survey in key marketsProduct/Service OfferingUnderstand ABB Stal抯 offeringIdentify product/service differentiatorsDetermine lost tender causesCustomer AcquisitionUnderstand buying processReview customers and prospects buyer
37、valuesUndertake salesforce 憇hadowing?to identify current process,skills and performance measures by channel.Undertake Best Practice comparisonProcess map the total sales processDelivery SystemReview KPI抯 for each participating salesforce channel and project team Compare with customer satisfaction re
38、sultsAssess value of processes and activities in the light of customer values and customer segment feedbackUndertake Best Practice comparisonInstalled base customer feedbackIdentify value of key relationshipsRelationshipManagementPhase 2:Analyse 揂揂s IsUtilise systems model to understand ABB Stal bus
39、iness processLEGEND:PROJECT OBJECTIVESKEY VARIABLES/RECOMMENDATIONSLEARNWINDOSelect,Gather&Filter Process incl.Market AlignmentModellingProcessPositioning ProcessKnowledgeBasePlan,Schedule&Manage ProjectsOrganisationaland TeamStructureImprove PerformanceProfitable JobsCompleted On BudgetCrewProducti
40、vityWork CompletedOn ScheduleEquipmentProductivityProject Feedback and LearningPerformance Measurementand ManagementEquipmentEffectivenessIncorporate Strategy,Vision,Purpose&Stakeholder ExpectationsABB Stal&Supplier IntegrationPhase 2:Market UnderstandingMarket CharacteristicsMarket CharacteristicsM
41、arket trendsKey competitor strengths and weaknessesKey developmentstechnologyeconomicsocialpoliticalHigh Level Market SegmentationHigh Level Market SegmentationGeographyExisting clients/prospectsGovernment/commercialAssess Customer SatisfactionAssess Customer SatisfactionMulti/single vendor customer
42、sWhole lifecostsCurrent and emerging buyer values Understand Buying ProcessUnderstand Buying ProcessDecision making unitfunding institutionsgovernmentsoperatorsITT processReference sitesFinancing optionsPhase 2:Customer Acquisition-Understand Buyer BehaviourCategoryVendorSupplierStrategicSupplierAll
43、ianceTacticsToolsSingle RequirementLowest PriceMinimal Management TimeTerms/Conditions 1Vendor Rating 1Whole Life Costing 1Desktop Capability AssessmentGeneric Statement of requirements慍orporate AgreementsMax Supplier Distribution Min LogisticsLong Term ContractsMove to JITEDIPerformance ReviewTerms
44、/Conditions 2Vendor Rating 2Whole Life CostingFull Capability AssessmentOne off requirementsRisk SharingJoint DevelopmentsExclusivityMemorandum of understanding慣ailored?Capability AssessmentProgress MeetingsT&C抯 3VR 3WLC 2Shared Market AnalysisReduced Planning ChannelsJoint Strategy ReviewsSecondmen
45、ts/ImplantsAccount Managers Awareness of needEstimate product and service parametersSearch for providersSet solution criteriaEvaluate alternative solutionsNegotiate and purchaseUseEvaluateRecommendVISIONVISIONPhase 2:Identify Contribution of IT to the Marketing/Sales ProcessContract ManagementAfter
46、Sales ServiceInstallationManufacturingCompetitor EvaluationsResearch&DesignSales Opportunities Customer ManagementSupplier Alliances12Phase 2:Performance MeasurementOur performance measurement process utilises the vital sign performance measurement methodologyCostQualityTimeOrganisationProcessPeople
47、Performance against budget versus last yearRevenues generatedSales increase versus last yearCost per callProfitabilityProduce strategic business plan for key customers%time spent on administrationLeads convertedSales forecast accuracy%time spent travelling to customersAfter sales service response ti
48、meCustomer knowledgePersonal development expenditureUpward appraisalNumber of best practice ideas accepted onto databasemanagement feedbackAnnual ratingNumber of customer visits per monthTrainingCommunicationRewardsIMPLEMENTATION PROCESSMEASURESKEY ACTIVITIESOUTPUT MEASURESSALESPERFORMANCECRITICAL P
49、ROCESSESBenchmarkingSTRATEGYLeadershipStakeholdersBest PracticesGOALSContinuous ImprovementTime to fill vacanciesTime lapse from concept trialing to decision on roll out or rejectionQuality log of customer satisfaction%variance in development cost estimate versus actualTime to acquire market sector
50、leadershipPhase 3:DESIGN 揟揟O BEDesign organisation process changeCOMMUNICATE AND INVOLVECOMMUNICATE AND INVOLVEuPlan resources to ensure a consistent face to the customeruEnsure sales ownership of accounts while developing framework for team selling skills and knowledge sharinguNew focus on empowerm