ABB增长战略建议英文(ppt 54页).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:supplierpartnershipprogrammesreductioninleadtimes50%stock/inventorylevelsreducedby30%productivityimprovements20%benchmarkingfor50%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.,Ourexperience