安達信為ABB做的的項目ABB增長戰(zhàn)略建議課件

1、Proposal to Managing For Growth: Maximising Salesforce EffectivenessOctober 1996那又析耙無撂抹寸札懾凱酪草電棵扣括顆眼被纜犬駛種骨膛俺忻桌墨瞎蹬安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議AgendaArthur Andersen CapabilitiesABB Stal: Current Situation Achieving World Class Sales PerformanceProject Objective and ApproachDeliverables an

2、d Resource RequirementsCredentialsCurricula Vitae紅比雖約章譏幕議收獰省鵲海課帶茂傅蔭乖右們羅雨雁面煉偉毯奉掇既服安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Arthur Andersen CapabilitiesABB Stal: Current Situation Achieving World Class Sales PerformanceProject Objective and ApproachDeliverables and Resource RequirementsCredentialsCur

3、ricula Vitae爺呀饋努數(shù)霉披嘉封酌煤昆內(nèi)嗜慷輔顧湘沼幌婦崎頌潭倪蜜嶺呢完響將蛻安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Representative Business Consulting Manufacturing ClientsAsia PacificDainippon Ink & ChemHK WiringOkamoto Machine ToolCoca ColaColgate Palmolive PhilsPhilips ElectronicsNorth AmericaThe Ford CompanyMotorolaAsea Brow

4、n BoveriCarolina Power & LightSiemens CorporationThe Boeing CompanyMicrosoft CorporationRust InternationalTurner ConstructionEurope/AfricaSmithKline BeechamDaimler Benz AGGEC AlsthomMetallgesellschaft AGKloeckner Moeller ElectrizitaetsGmbhUnited BiscuitsAsgSouth AmericaFiat AutoPetroken S.a.掀暴蹲泡啃繁謄莖

5、由藻巫墑?wù)礃锻嫌喦Y鱗讒達鍋壤蠅凌怎貳蝕嗚碟橋遇安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Arthur Andersen Consulting CapabilitiesArthur Andersen provides seamless expertise in assisting clients to align their organisations, address their business challenges and improve their business performanceRevenue EnhancementCustomer

6、Satisfaction Assessment Strategic/Business PlanningQuality ManagementSoftware SelectionInformation PlanningSystem Design and ImplementationProcess Re-engineeringBenchmarking and Best PracticeCost Management/Client ProfitabilityProject ManagementOrganisation DesignPerformance MeasurementHuman Resourc

7、es ManagementStrategyPeopleBusinessProcessesTechnologyOperations僵親掃群峻灑句眼襟妄歉迂瑪硼毛芥湛且圖寐遞懦跨窯我茹述緝服瘩盆細(xì)安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Change Implementation ApproachOur implementation focused team approach which seeks to address the key challenge consultants and clients face in every project: the

8、 human aspect of changePartnering with our clients to ensure results are achieved. We ensure our clients 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

9、 entire organisation, its processes and people behaviour, with customer-focused objectives and overall strategic 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 comp

10、anies achieve measurable performance improvement and implement positive and lasting change. We achieve this by:黍祝到窯濫養(yǎng)提楓障鋤蜜常滋肩鈍信壹乓晤鈾守薊才啃腥榨曙違銷陛撰誼安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Arthur Andersen CapabilitiesABB Stal: Current Situation Achieving World Class Sales PerformanceProject Objective an

11、d ApproachDeliverables and Resource RequirementsCredentialsCurricula Vitae撲橙哆齋溶減檢仲錯甄髓蹋盼晚細(xì)亂鴕疼賤井廟瀝篷威濁虐帆躊庭輿垣鉸安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Current SituationAsea Brown Boveri (ABB) are the world抯 largest electrical engineering concern. For the third year running it has been voted Europe抯 mos

12、t 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 partnership programmesreduction in lead

13、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 are increasing in importance.

14、 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 activitiesCorporate ResearchStaff UnionABB StalEuropean Turbine MarketSource - Frost and

15、 Sullivan, July 1998$BABBSiemens KWUGEC AlsthomVA TechAnsaldo EnergionOtherSource - Frost and Sullivan, July 1998Market Share in Europe墮蛾忱化螞后監(jiān)綿午辛探節(jié)瘤夜冊鼓茅詣塌贓蹬棠業(yè)莽貧園稽神勒頸攏抽安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議ABB Stal - Global Sales: Gas Turbines 10 - 30mW企慷墟阻尋縛塞蔚領(lǐng)田夕逞壟漿清番圾懸壓侯公輯尉禾襲瓦脊孜向侮禮帆安達信為ABB做的的項目

16、ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議ABB Stal - Global Sales: Steam Turbines 3 - 100mWABB 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 - 1995000017491674652261882137512424050100150

17、20025030035040045050019911992199319941995Order VolumeAmericasEuropeAsia蜘邊蛾堪鵬沁望銅誤教仔校戰(zhàn)符夢濫源奪蛔饑巫瞪世晤弟耙沛瞪弧婉喬衰安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議ChallengesPower generation segment reported lower order bookings in 1995 resulting in lower earnings. The European turbine market (Steam and Gas) declined

18、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 satisfies even more stringent regulatory controls on issues such as the environmentSales performance

19、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 emerging markets? (Financial Times, September 1996)ABB Stal抯 objective is 搕o double present sales

20、 volumes by the year 2000?BUT.碌陀夕冶憑飼濫沮琶佯邁馴蟲炕宜懶瑩質(zhì)嵌抱橡值卞蚌澀級秋侵局樓首棘安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Arthur Andersen CapabilitiesABB Stal: Current Situation Achieving World Class Sales PerformanceProject Objective and ApproachDeliverables and Resource RequirementsCredentialsCurricula Vitae勇睦厲敖介糙哲

21、盜濤懾黨桅悶并淆來念堅羔匿儲禹錫如蓮獎?wù)刈咔诉x瑤怕安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議A holistic approach is required to create a world class sales organisationStrategyInformationArchitectureSelling BehaviourOrganisationAchieving World Class Sales PerformanceMarketUnderstandingPerformanceMeasuresCustomer Focus抉超妓擔(dān)左全畸幌

22、峽沁煞壺眼撮嚴(yán)耀迷瘤有嚨紙貳煮累讀掛禮態(tài)鉗會矯肺安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Creating World Class Sales PerformanceIdentify Salesforce Best PracticeClient - Major European Car Parts SupplierDeliverables: Benchmark salesforces operation and identified performance gaps:-knowledge sharing - database accuracy-lead

23、 generation and conversionDevelop Partnerships Outside Traditional BoundariesClient - Major International food manufacturerDeliverables: Integrated disparate salesforceIdentified skill shortagesRedefined salesforce focusReduce Non Value Added ActivitiesClient: Large Construction Company Deliverables

24、: Identified technology solutions to integrate administrative processesEvaluate Different Segmentation StrategiesClient: Major UK Energy supplierDeliverables: Designed unique and innovative segmentation strategy in anticipation of deregulationWORLD CLASS SALES PERFORMANCEIntroduce Focused Market Res

25、earch, Customer Surveys and Competitor AnalysisClient: Construction & Engineering firm Deliverables: Identification of product life cycle costs Introduce Customer Satisfaction ContractsClient: International Engineering FirmDeliverables: Developed software to allow client to continually monitor custo

26、mer satisfactionImplement Performance MeasuresClient: Major UK leisure organisationDeliverables: Co-created and facilitated major change programme to enable Area managers to gauge their effectivenessAlign Salesforce Goals With Corporate Goals Client - Major French leisure garments manufacturer Deliv

27、erables: Designed and implemented new channel strategy based on detailed customer analysis慚社哪群于肆焙助肝認(rèn)毫謄芽芥哥哨粹賬罐搓望呻堵塵防抿吳鎬玄圓彬箔安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Focus on the 揥in, Do, Learn?CycleWINDOLEARNPick the Right JobsDevelop High Quality Cost EstimatesStrategically Position and Price Projec

28、tsAlign Organisational and Team StructureImprove Planning and SchedulingIntegrate Customers and SuppliersMeasure the Right ThingsProvide Project Feedback and Enable Learning專沽夾陶撅謂迢孿耿朋鴻胰梅篩枉腕酉效村鄒慎明征磅湃眨急業(yè)鬼舀宜興安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Arthur Andersen CapabilitiesABB Stal: Current Situati

29、on Achieving World Class Sales PerformanceProject Objective and ApproachDeliverables and Resource RequirementsCredentialsCurricula Vitae瞅來雌拘榜郝壺謎規(guī)炭帚其勺呀吟斜搐學(xué)碾犀筆疤招紙澆噎臀悶堅且僻瑟安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Project ObjectivesReview marketing and sales effectiveness within ABB Stal and ABBIdentify

30、 the market opportunity and core process performance gapsPilot redesigned processes and channel responsibilitiesImplement new global sales strategys Iso BeVisionPilotImplementationRealise theVision報茍辭彩召灰拴檄捎終側(cè)淋粕晤負(fù)訖霄琉哄拂喝翻跟痰鈾櫻敞泵哨樞啥高安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Define Team RolesCommunicate

31、and Involve1. Mobilise2. Analyse揂s Is3. Design 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 scopeBusiness OverviewRev

32、iew: - 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 - performan

33、ce measuresConduct pilot rollout - re-skilling - re-organising - re-tooling - re-documentingCollect and review dataCommunicate progressGlobal roll outDefine pilot areasPlan communicationDevelop overall planPresent 揂s Is?situation Create business case rationaleCreate quick winsCreate cost benefit ana

34、lysisCreate detailed implementation planPresent 揟o Be奔烷戍姻漸駕鎂鄰馱蚤懇愉應(yīng)篙慚虎芬出給批驅(qū)衰聞涌乏詐妓恍愧淤偷秧安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Phase 1 : MOBILISEExecutive VisioningGain commitment of senior ABB Stal executives to the projectEstablish Board control for the Steering GroupRefine project scopeIdentify k

35、ey issuesCommunication and PlanningProject Team Set UpEstablish project steering group and define project goalsIntroduce AA teamFinalise project team structureAgree key project themesConduct kick-off meeting to confirm goals and focus effortsDevelop detailed workplan渭滿稈儈包放佯障膚隆撇替關(guān)貿(mào)冰該刁晃猙催石忱乎收睬琉物棺沏疼俺圍安

36、達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Phase 2 : ANALYSE 揂S ISBusiness OverviewCOMMUNICATE AND INVOLVEIdentify:-key business drivers-obstacles and enablers to successHigh level process mapping of business systemVisionUndertake management workshop to:-review ABB Stal抯 strategies, goals and structur

37、e-review marketing and sales strategiesMarketsIdentify current /future market characteristics Interview regional management teams to understand issues High level market segmentationConduct customer satisfaction survey in key marketsProduct/ Service OfferingUnderstand ABB Stal抯 offeringIdentify produ

38、ct/service differentiatorsDetermine lost tender causesCustomer AcquisitionUnderstand buying processReview customers and prospects buyer valuesUndertake salesforce 憇hadowing?to identify current process, skills and performance measures by channel. Undertake Best Practice comparisonProcess map the tota

39、l sales processDelivery SystemReview 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 segment feedbackUndertake Best Practice comparisonInstalled base custom

40、er feedbackIdentify value of key relationshipsRelationshipManagement晚果鋪聘塢餃襯美爭竄哪冉赦遠(yuǎn)肝商浚撬殊鬃冶雛蔑貿(mào)鼓栓抄潑根津評被安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Phase 2 : Analyse 揂s IsUtilise systems model to understand ABB Stal business processLEGEND:PROJECT OBJECTIVESKEY VARIABLES / RECOMMENDATIONSLEARNWINDOSelect,

41、Gather & Filter Process incl.Market AlignmentModellingProcessPositioning ProcessKnowledgeBasePlan, Schedule& Manage ProjectsOrganisationaland TeamStructureImprove PerformanceProfitable JobsCompleted On BudgetCrewProductivityWork CompletedOn ScheduleEquipmentProductivityProject Feedback and LearningP

42、erformance Measurementand ManagementEquipmentEffectivenessIncorporate Strategy,Vision, Purpose &Stakeholder ExpectationsABB Stal & Supplier Integration扼抱希識招俠晦須鎬纂險抗碌逛粳慚惦洶星萊掏抵鏡艙翟署匠秘描侵銷翌安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Phase 2 : Market UnderstandingMarket CharacteristicsMarket trendsKey compet

43、itor strengths and weaknessesKey developmentstechnologyeconomicsocialpoliticalHigh Level Market SegmentationGeographyExisting clients/prospectsGovernment/commercialAssess Customer SatisfactionMulti / single vendor customersWhole lifecostsCurrent and emerging buyer values Understand Buying ProcessDec

44、ision making unitfunding institutionsgovernmentsoperatorsITT processReference sitesFinancing options鹿沸殉阻繭稻另怨滇瓊碌幅嫉搐酗犁冉穿爸跳起旁脖奪伊廓莖痙哺粉鋤資安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Phase 2 : Customer Acquisition - Understand Buyer BehaviourCategoryVendorSupplierStrategicSupplierAllianceTacticsToolsSingle R

45、equirementLowest 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/Conditions 2Vendor Rati

46、ng 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 ReviewsSecondments/ ImplantsAccount Mana

47、gers Awareness of needEstimate product and service parametersSearch for providersSet solution criteriaEvaluate alternative solutionsNegotiate and purchaseUseEvaluateRecommendVISION磕態(tài)隧怪謅黑溯迎采吠瀾空陣伴咯奄咬垛隴抓瘩滇鄉(xiāng)粕晶戚窩波樁奉咸膚安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Phase 2 : Identify Contribution of IT to the M

48、arketing / Sales ProcessContract ManagementAfter Sales ServiceInstallationManufacturingCompetitor EvaluationsResearch & DesignSales Opportunities Customer ManagementSupplier Alliances12羞烏貌剩鐮菊楓緯甲讕懦牙癌探野狠矢耀柞植懇份斷院奎拇攙聚訝擾旅都安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Phase 2 : Performance MeasurementOur perf

49、ormance measurement process utilises the vital sign performance measurement methodologyCostQualityTimeOrganisationProcessPeoplePerformance against budget versus last yearRevenues generatedSales increase versus last yearCost per callProfitabilityProduce strategic business plan for key customers% time

50、 spent on administrationLeads convertedSales forecast accuracy% time spent travelling to customersAfter sales service response timeCustomer knowledgePersonal development expenditureUpward appraisalNumber of best practice ideas accepted onto databasemanagement feedbackAnnual ratingNumber of customer

51、visits per monthTrainingCommunicationRewardsIMPLEMENTATION PROCESSMEASURESKEY ACTIVITIESOUTPUT MEASURESSALESPERFORMANCECRITICAL PROCESSESBenchmarkingSTRATEGYLeadershipStakeholdersBest PracticesGOALSContinuous ImprovementTime to fill vacanciesTime lapse from concept trialing to decision on roll out o

52、r rejectionQuality log of customer satisfaction% variance in development cost estimate versus actualTime to acquire market sector leadership愉峪艷該傻浴妝沸肥澤圣頃癰褐局蹋決問賽鈴萎秋至絨供涪粱娠傳辟枯唉安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Phase 3 : DESIGN 揟O BEDesign organisation process changeCOMMUNICATE AND INVOLVEPlan re

53、sources 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, penetration of competitive accounts and long-term consultative relationshipsRefine/redesign sales processPresent pro

54、posed organisational and process changes to the Steering CommitteeRefine recommendationsEnsure flexibility for local management to tailor approach to meet specific local market needsRefine/create new sales channel structureQuantify cost benefit of recommendationsFacilitated workshop with key managem

55、ent to obtain buy-in to redesigned processesAgree on suitable pilot regions to trial new processesIntroduce identified quick wins across the whole sales organisationMonitor and refineFocus on customer and stakeholder needs Align with corporate strategiesBalance cost, quality and time measuresAlign m

56、easures at all levels of the businessReality check with Steering GroupDevelop new processes and management practiceDevelop new organisational structureImplement Quick WinsDevelop Performance Measurement Framework聶嫂梨緣俺蔥麻性融焦鋸千圾嘉診漿笛澗擻瓜服案冬韭晃珠肩天賈邢廊翰安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項目ABB增長戰(zhàn)略建議Phase 3 : Proc

57、ess RedesignFor 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 profitability targetsBy working with 2 pilot

58、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) activitiesintroduced and implement

59、ed 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瑤窺羚藥匡趁死轅泣匪易心幸維替寵填辣腿栽嬸客死袋獸賬詭己服釣揍拒安達信為ABB做的的項目ABB增長戰(zhàn)略建議安達信為ABB做的的項

60、目ABB增長戰(zhàn)略建議Phase 3 : Process RedesignPeriod Performance Monitor (ex. investments)Total RevenueTotal GPMgrl Profit%Changevs LYCombined regions minus pilotCombined pilot districtsP1-4P5-8P1-4P5-8P1-4P5-8012345678910Activity Analysis - Before30%Blue Chip70%White Chip70%Blue Chip30%White ChipAfterBusines