ABB增长战略建议英文.ppt

ProposaltoManagingForGrowth MaximisingSalesforceEffectivenessOctober1996 Agenda ArthurAndersenCapabilitiesABBStal CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitae ArthurAndersenCapabilitiesABBStal CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitae RepresentativeBusinessConsultingManufacturingClients AsiaPacificDainipponInk ChemHKWiringOkamotoMachineToolCocaColaColgatePalmolivePhilsPhilipsElectronics NorthAmericaTheFordCompanyMotorolaAseaBrownBoveriCarolinaPower LightSiemensCorporationTheBoeingCompanyMicrosoftCorporationRustInternationalTurnerConstruction Europe AfricaSmithKlineBeechamDaimlerBenzAGGECAlsthomMetallgesellschaftAGKloecknerMoellerElectrizitaetsGmbhUnitedBiscuitsAsg SouthAmericaFiatAutoPetrokenS a ArthurAndersenConsultingCapabilities ArthurAndersenprovidesseamlessexpertiseinassistingclientstoaligntheirorganisations addresstheirbusinesschallengesandimprovetheirbusinessperformance RevenueEnhancementCustomerSatisfactionAssessmentStrategic BusinessPlanningQualityManagement SoftwareSelectionInformationPlanningSystemDesignandImplementation ProcessRe engineeringBenchmarkingandBestPracticeCostManagement ClientProfitabilityProjectManagement OrganisationDesignPerformanceMeasurementHumanResourcesManagement ChangeImplementationApproach Ourimplementationfocusedteamapproachwhichseekstoaddressthekeychallengeconsultantsandclientsfaceineveryproject thehumanaspectofchangePartneringwithourclientstoensureresultsareachieved WeensureourclientsarepartoftheprocessfromproblemidentificationtosolutionimplementationOurorganisationalchangeapproachwhichstronglyreliesonperformancemeasuresandmeasurementsystemstoaligntheentireorganisation itsprocessesandpeoplebehaviour withcustomer focusedobjectivesandoverallstrategicgoalsUsingtheArthurAndersenknowledgeofGlobalBestPracticestoacceleratethechangeprocessesanddelivercreativeinsights OurBusinessConsultingpracticefocusesonhelpingcompaniesachievemeasurableperformanceimprovementandimplementpositiveandlastingchange Weachievethisby ArthurAndersenCapabilitiesABBStal CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitae CurrentSituation AseaBrownBoveri ABB aretheworld抯largestelectricalengineeringconcern ForthethirdyearrunningithasbeenvotedEurope抯mostrespectedcompanyinasurveycarriedoutbytheFinancialTimesABBconsistsof36decentralisedbusinessesoperatingprimarilyinfourbusinesssegmentsABBarerecognisedforinnovationinavarietyofareas mostlynotablytheT5Ochangeprocess supplierpartnershipprogrammesreductioninleadtimes 50 stock inventorylevelsreducedby 30 productivityimprovements 20 benchmarkingfor 50 ofthebusinessABBStal抯primaryfocusissteamturbinetechnology ThemajorityofsalesaretoSwedenandGermany althoughemergingmarketssuchasEasternEuropeandAsiaareincreasinginimportance WithoutthesemarketsABB抯last6month抯growth揷ouldhavebeenzero PercyBarnevik AseaBrownBoveriAB Powergeneration Powertransmissionanddistribution Industryandbuildingsystems Financialservices Variousactivities CorporateResearch StaffUnion ABBStal EuropeanTurbineMarket Source FrostandSullivan July1998 B Source FrostandSullivan July1998 MarketShareinEurope ABBStal GlobalSales GasTurbines10 30mW ABBStal GlobalSales SteamTurbines3 100mW ABBSales1995 SteamTurbines3 100mW Africa 12 Americas 6 Australia 7 Europe 67 Asia 8 NorthAmerica 0 MiddleEast 0 GrowthinordersforSteamTurbines3 100mWforperiod1991 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 OrderVolume Americas Europe Asia Challenges Powergenerationsegmentreportedlowerorderbookingsin1995resultinginlowerearnings TheEuropeanturbinemarket SteamandGas declinedby17 from1992levelsto 1 87billionABBStalarefacinganincreasinglycomplexmarketplaceNewgeographicmarketsmayrequireadifferentapproachCustomersaredemandingproductinnovationwhichsatisfiesevenmorestringentregulatorycontrolsonissuessuchastheenvironmentSalesperformancevariessignificantlybetweencountriesdependingonthesalesapproach ABBStalsalesforceinSwedenABBgroupsalesforce揊orPercyBarnevik thebiggestchallengeisexpandinghiscomplexorganisationintoemergingmarkets FinancialTimes September1996 ABBStal抯objectiveis搕odoublepresentsalesvolumesbytheyear2000 BUT ArthurAndersenCapabilitiesABBStal CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitae Aholisticapproachisrequiredtocreateaworldclasssalesorganisation Strategy InformationArchitecture SellingBehaviour Organisation AchievingWorldClassSalesPerformance MarketUnderstanding PerformanceMeasures CustomerFocus CreatingWorldClassSalesPerformance IdentifySalesforceBestPractice Client MajorEuropeanCarPartsSupplier Deliverables Benchmarksalesforcesoperationandidentifiedperformancegaps knowledgesharing databaseaccuracy leadgenerationandconversion DevelopPartnershipsOutsideTraditionalBoundaries Client MajorInternationalfoodmanufacturer Deliverables IntegrateddisparatesalesforceIdentifiedskillshortagesRedefinedsalesforcefocus ReduceNonValueAddedActivities Client LargeConstructionCompany Deliverables Identifiedtechnologysolutionstointegrateadministrativeprocesses EvaluateDifferentSegmentationStrategies Client MajorUKEnergysupplier Deliverables Designeduniqueandinnovativesegmentationstrategyinanticipationofderegulation WORLDCLASSSALESPERFORMANCE IntroduceFocusedMarketResearch CustomerSurveysandCompetitorAnalysis Client Construction Engineeringfirm Deliverables Identificationofproductlifecyclecosts IntroduceCustomerSatisfactionContracts Client InternationalEngineeringFirm Deliverables Developedsoftwaretoallowclienttocontinuallymonitorcustomersatisfaction ImplementPerformanceMeasures Client MajorUKleisureorganisation Deliverables Co createdandfacilitatedmajorchangeprogrammetoenableAreamanagerstogaugetheireffectiveness AlignSalesforceGoalsWithCorporateGoals Client MajorFrenchleisuregarmentsmanufacturer Deliverables Designedandimplementednewchannelstrategybasedondetailedcustomeranalysis Focusonthe揥in Do Learn Cycle ArthurAndersenCapabilitiesABBStal CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitae ProjectObjectives ReviewmarketingandsaleseffectivenesswithinABBStalandABB Identifythemarketopportunityandcoreprocessperformancegaps Pilotredesignedprocessesandchannelresponsibilities Implementnewglobalsalesstrategy sIs oBeVision PilotImplementation RealisetheVision DefineTeamRoles CommunicateandInvolve 1 Mobilise 2 Analyse揂sIs 3 Design揟oBe 4 Implement ReviewandRevisetheOverallPlanandtheCommunicationPlan MeasureReviewImprove KEY PEOPLE ACTION CONTROL OverviewofProjectPhases Weeks1 2 Weeks3 12 Weeks13 20 Weeks21 EstablishfacilitiesRefineprojectscope BusinessOverviewReview strategy marketunderstanding performancemeasures information organisation sellingbehaviour CreatehighlevelredesignDevelopnewprocesses managementpracticesDevelopneworganisationstructureImplementquickwinsIdentify roles responsibilities ITrequirement performancemeasures Conductpilotrollout re skilling re organising re tooling re documentingCollectandreviewdataCommunicateprogressGlobalrollout DefinepilotareasPlancommunicationDevelopoverallplan Present揂sIs situationCreatebusinesscaserationaleCreatequickwins CreatecostbenefitanalysisCreatedetailedimplementationplanPresent揟oBe Phase1 MOBILISE CommunicationandPlanning AgreekeyprojectthemesConductkick offmeetingtoconfirmgoalsandfocuseffortsDevelopdetailedworkplan Phase2 ANALYSE揂SIS BusinessOverview COMMUNICATEANDINVOLVE Identify keybusinessdrivers obstaclesandenablerstosuccessHighlevelprocessmappingofbusinesssystem Vision Undertakemanagementworkshopto reviewABBStal抯strategies goalsandstructure reviewmarketingandsalesstrategies Markets Identifycurrent futuremarketcharacteristicsInterviewregionalmanagementteamstounderstandissuesHighlevelmarketsegmentationConductcustomersatisfactionsurveyinkeymarkets Product ServiceOffering UnderstandABBStal抯offeringIdentifyproduct servicedifferentiatorsDeterminelosttendercauses CustomerAcquisition UnderstandbuyingprocessReviewcustomersandprospectsbuyervaluesUndertakesalesforce憇hadowing toidentifycurrentprocess skillsandperformancemeasuresbychannel UndertakeBestPracticecomparisonProcessmapthetotalsalesprocess DeliverySystem ReviewKPI抯foreachparticipatingsalesforcechannelandprojectteamComparewithcustomersatisfactionresultsAssessvalueofprocessesandactivitiesinthelightofcustomervaluesandcustomersegmentfeedbackUndertakeBestPracticecomparison InstalledbasecustomerfeedbackIdentifyvalueofkeyrelationships RelationshipManagement Phase2 Analyse揂sIs UtilisesystemsmodeltounderstandABBStalbusinessprocess LEGEND PROJECTOBJECTIVES KEYVARIABLES RECOMMENDATIONS LEARN WIN DO Select Gather FilterProcessincl MarketAlignment ModellingProcess PositioningProcess KnowledgeBase Plan Schedule ManageProjects OrganisationalandTeamStructure ImprovePerformance ProfitableJobsCompletedOnBudget CrewProductivity WorkCompletedOnSchedule EquipmentProductivity ProjectFeedbackandLearning PerformanceMeasurementandManagement EquipmentEffectiveness IncorporateStrategy Vision Purpose StakeholderExpectations ABBStal SupplierIntegration Phase2 MarketUnderstanding MarketCharacteristics MarkettrendsKeycompetitorstrengthsandweaknessesKeydevelopmentstechnologyeconomicsocialpolitical HighLevelMarketSegmentation GeographyExistingclients prospectsGovernment commercial AssessCustomerSatisfaction Multi singlevendorcustomersWholelifecostsCurrentandemergingbuyervalues UnderstandBuyingProcess DecisionmakingunitfundinginstitutionsgovernmentsoperatorsITTprocessReferencesitesFinancingoptions Phase2 CustomerAcquisition UnderstandBuyerBehaviour Category Vendor Supplier StrategicSupplier Alliance Tactics Tools SingleRequirementLowestPriceMinimalManagementTime Terms Conditions1VendorRating1WholeLifeCosting1DesktopCapabilityAssessmentGenericStatementofrequirements 慍orporateAgreementsMaxSupplierDistributionMinLogisticsLongTermContractsMovetoJIT EDIPerformanceReviewTerms Conditions2VendorRating2WholeLifeCostingFullCapabilityAssessment OneoffrequirementsRiskSharingJointDevelopmentsExclusivity Memorandumofunderstanding慣ailored CapabilityAssessmentProgressMeetingsT C抯3VR3WLC2 SharedMarketAnalysisReducedPlanningChannels JointStrategyReviewsSecondments ImplantsAccountManagers VISION Phase2 IdentifyContributionofITtotheMarketing SalesProcess ContractManagement AfterSalesService Installation Manufacturing CompetitorEvaluations Research Design SalesOpportunities CustomerManagement SupplierAlliances Phase2 PerformanceMeasurement Ourperformancemeasurementprocessutilisesthevitalsignperformancemeasurementmethodology Cost Quality Time Organisation Process People PerformanceagainstbudgetversuslastyearRevenuesgeneratedSalesincreaseversuslastyearCostpercallProfitability Producestrategicbusinessplanforkeycustomers timespentonadministrationLeadsconvertedSalesforecastaccuracy timespenttravellingtocustomersAftersalesserviceresponsetimeCustomerknowledge Personaldevelopmentexpenditure UpwardappraisalNumberofbestpracticeideasacceptedontodatabasemanagementfeedbackAnnualrating Numberofcustomervisitspermonth Training Communication Rewards IMPLEMENTATION PROCESSMEASURES KEYACTIVITIES OUTPUTMEASURES SALESPERFORMANCE CRITICALPROCESSES Benchmarking STRATEGY LeadershipStakeholdersBestPractices GOALS ContinuousImprovement TimetofillvacanciesTimelapsefromconcepttrialingtodecisiononrolloutorrejection Qualitylogofcustomersatisfaction varianceindevelopmentcostestimateversusactual Timetoacquiremarketsectorleadership Phase3 DESIGN揟OBE Designorganisationprocesschange COMMUNICATEANDINVOLVE PlanresourcestoensureaconsistentfacetothecustomerEnsuresalesownershipofaccountswhiledevelopingframeworkforteamsellingskillsandknowledgesharingNewfocusonempowerment penetrationofcompetitiveaccountsandlong termconsultativerelationships Refine redesignsalesprocessPresentproposedorganisationalandprocesschangestotheSteeringCommitteeRefinerecommendationsEnsureflexibilityforlocalmanagementtotailorapproachtomeetspecificlocalmarketneeds Refine createnewsaleschannelstructureQuantifycostbenefitofrecommendationsFacilitatedworkshopwithkeymanagementtoobtainbuy intoredesignedprocessesAgreeonsuitablepilotregionstotrialnewprocesses IntroduceidentifiedquickwinsacrossthewholesalesorganisationMonitorandrefine FocusoncustomerandstakeholderneedsAlignwithcorporatestrategiesBalancecost qualityandtimemeasuresAlignmeasuresatalllevelsofthebusinessRealitycheckwithSteeringGroup Developnewprocessesandmanagementpractice Developneworganisationalstructure ImplementQuickWins DevelopPerformanceMeasurementFramework Phase3 ProcessRedesign ForthelargestbrewerintheUKwedesignedandimplementedamajorprocessredesigninordertomaximisetheeffectivenessoftheI50strongAreamanagementteamEachAreamanagerisresponsibleforensuringthat18publichousesreachtheirprofitabilitytargetsByworkingwith2pilotteamsof15managerswe providedeachmanagerwithsustainableskillsincoaching performancemanagementandleadership tohelptheirpublichousestohigherlevelsofperformanceredesignedAreaManagersprocessesandactivitiestofocusonhighvalue bluechip activitiesintroducedandimplementedbusinessdevelopmentinitiativesimplementedastructuredvisitapproachtoensurestandardisedoperatingbehavioursintroducedadetailedbusinessplanningmethodologyforeachAreaManagerInitiativeisnowbeingrolled outnationally Phase3 ProcessRedesign PeriodPerformanceMonitor ex investments TotalRevenue TotalGP MgrlProfit ChangevsLY Combinedregionsminuspilot Combinedpilotdistricts P1 4 P5 8 P1 4 P5 8 P1 4 P5 8 0 1 2 3 4 5 6 7 8 9 10 ActivityAnalysis Before After Phase3 ChangeinSalesforceBehaviour ShiftinMindset VisionandLeadership NewMethodsandTools InfrastructureChampionsandPracticeFields Success CreateawarenessofcurrentrealityofABBStaltobegintounfreezeexistingideasandbehaviouramongseniormanagementgroup Leadersneedtounderstandthechangeprocessandclarifytheirfuturevisions StakeholdersshouldcreateacommonfutureviewandagreeanActionPlan Developnewsalesforceskillsthroughexperientialworkshopswherenewbehavioursandtoolsareintroduced Keytotheabilitytoperformnewskillsareopportunitiestopractice receivecoachingandreflectonwhat抯goingwellandwhatneedsimprovement Phase3 PeopleEnablersforChange Sharedvision Excellentcommunication Desireforextraresponsibility Welcomingofchange Highmorale Positiveapproach Newculture Qualitytraining Supervision Jobsecurity Changerewards Familiaritywithself management Desiretolearnnewskills Highlevelsofexposuretooutsidepractice Ownership Optimism CurrentOrganisation Worldclasssalesorganisation Phase4 IMPLEMENT ConductPilotRollOut TraintheTrainersBuilduponexistingskillsanddevelopnewskillsforallexperiencelevelstoenablechangeDevelopworkshopsandmodulestocoverkeyareasof productknowledgeclientmanagementleadershipnegotiationcoachingandtrainingcustomerrelationpersonaleffectivenessbusinessprocessknowledgepresentationsandcommunicationFacilitateintroductionofnewsellingprocesstopilotsalesteam CollectandReviewData MonitorprogressandfeedbackpilotresultstostakeholdergroupCoachandFeedbackReflectonwhatisworkingwellandareasforimprovementMonitorkeyperformancemeasures Globalrollout Identifynextstepstoimplementaglobalrolloutofnewsalesstrategy Phase4 TraintheTrainers AAFacilitate Wave1TraintheTrainers Wave2Practice Feedback Wave3Solo AACo facilitate ABBStalTrain ABBStalTrain EACHTRAINERTHENANCHORSASALESFORCETEAM ABBStalsalesteam ABBStalsalesforceA ABBStalsalesforceB ArthurAndersenCapabilitiesABBStal CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitae Deliverables UnderstandingofABBStalpositionwithinmajormarketsKeydimensionsofalue in use ofABBStalproductsandservicesfromthecustomersperspectiveidentifiedIncorporationofrelevantBestPracticesandbenchmarkingcomparisonsIdentificationofhighvalue addedactivitywithinthecurrentsalesandmarketingprocessAssessmentofthepotentialforenhancedsalesperformanceRedefinedsalesstrategybykeymarketsegmentIdentificationofrightKPIOpportunitiesforuickwin implementationRedesignoforganisationalstructureandprocessesinordertosupportthecorporatevisionDemonstrableperformanceimprovement Timeline DefineTeamRolesAnalysesIsDesignoBeImplement Weeks1234567891011121314151617181920 SteeringGroupMeeting TeamStructure ABBSTALEXECUTIVESTEERINGGROUPLarsJosephson DirectorofSalesHowardBarrett ArthurAndersenPartner PROJECTMANAGERSABBManagerBenKnapp ABBSTALOperationalRepresentation ABBSTALHeadOfficeRepresentation AsiaPacificABB S ManagerDavidNg EuropeABB S ManagerDavidNendick AmericasABB S ManagerScotSims REGIONALTEAMS ProjectFees Phases1 2 sIsAnalysisWeestimate110mandayswillberequiredforthesephases Ourproposedfeeestimateis SEK1 64million plusout of pocketexpensesplusVATPhase3 DesignoBeWeestimate100mandayswillberequiredforthisphase Ourproposedfeeestimateis SEK1 47million plusout of pocketexpensesplusVATPhase4 ImplementOurfeeswillbedependentontheresultsandagreedwayforwardfromPhase3 Theseestimatesaresubjecttoagreementontheprojectscope ArthurAndersenCapabilitiesABBStal CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitae Credentials OBJECTIVEOurclientisaglobalconsumerproductsandfoodcompanywithconsolidatedsalesofoverUS 15billion Therewasaneedtoimprovetheeffectivenessofitsworldwidemarketingandsalesfunction MANAGEMENTCHALLENGE APPROACH RESULTS Wewereengagedtoreviewchannelmanagementstrategyandthecustomerproposition Ourexperienceinchannelmanagementsuggestedtherewereseveralopportunityareasforimprovement Thesewereconfirmedbytheuseofselectivetoolswhichconfirmedourhypotheses Methodologiesused BenchmarkingFlowChartAnalysisBusinessProcessRe engineeringMarketAnalysis Severalstrategicchannelmixalternativesforspecificmarketsworld wideweredevelopedAbr