ABB增长战略建议(1)

1、Proposal to Managing For Growth: Maximising Salesforce EffectivenessOctober 1996AgendaArthur Andersen CapabilitiesABB Stal: Current Situation Achieving World Class Sales PerformanceProject Objective and ApproachDeliverables and Resource RequirementsCredentialsCurricula VitaeArthur Andersen Capabilit

2、iesABB Stal: Current Situation Achieving World Class Sales PerformanceProject Objective and ApproachDeliverables and Resource RequirementsCredentialsCurricula VitaeRepresentative Business Consulting Manufacturing ClientsAsia PacificDainippon Ink & ChemHK WiringOkamoto Machine ToolCoca ColaColgate Pa

3、lmolive PhilsPhilips ElectronicsNorth AmericaThe Ford CompanyMotorolaAsea Brown BoveriCarolina Power & LightSiemens CorporationThe Boeing CompanyMicrosoft CorporationRust InternationalTurner ConstructionEurope/AfricaSmithKline BeechamDaimler Benz AGGEC AlsthomMetallgesellschaft AGKloeckner Moeller E

4、lectrizitaetsGmbhUnited BiscuitsAsgSouth AmericaFiat AutoPetroken S.a.Arthur Andersen Consulting CapabilitiesArthur Andersen provides seamless expertise in assisting clients to align their organisations, address their business challenges and improve their business performanceRevenue EnhancementCusto

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

6、ources ManagementStrategyPeopleBusinessProcessesTechnologyOperationsChange Implementation ApproachOur 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 a

7、re 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 entire organisation, its processes and people behaviour, with custome

8、r-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 companies achieve measurable performance improvement and implement positiv

9、e and lasting change. We achieve this by:Arthur Andersen CapabilitiesABB Stal: Current Situation Achieving World Class Sales PerformanceProject Objective and ApproachDeliverables and Resource RequirementsCredentialsCurricula VitaeCurrent SituationAsea Brown Boveri (ABB) are the world抯 largest electr

10、ical 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 ABB consists of 36 decentralised businesses operating primarily in four business segmentsABB are recognised for innovation in a variety of areas, mostl

11、y notably the T5O change process:supplier partnership 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, altho

12、ugh 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 activi

13、tiesCorporate 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 Turbi

14、nes 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 - 199500001749167465226188213751242405010015020025030035040045050019911992199319941995Order VolumeAmericasEurop

15、eAsiaChallengesPower 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 billionABB Stal are facing an increasingly complex marketplaceNew geographic markets may require a differen

16、t approachCustomers are demanding product innovation which satisfies 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.t

17、he biggest challenge 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.Arthur Andersen CapabilitiesABB Stal: Current Situation Achieving World Class Sales PerformanceProject Objecti

18、ve and ApproachDeliverables and Resource RequirementsCredentialsCurricula VitaeA holistic approach is required to create a world class sales organisationStrategyInformationArchitectureSelling BehaviourOrganisationAchieving World Class Sales PerformanceMarketUnderstandingPerformanceMeasuresCustomer F

19、ocusCreating World Class Sales PerformanceIdentify Salesforce Best PracticeClient - Major European Car Parts SupplierDeliverables: Benchmark salesforces operation and identified performance gaps:-knowledge sharing - database accuracy-lead generation and conversionDevelop Partnerships Outside Traditi

20、onal BoundariesClient - Major International food manufacturerDeliverables: Integrated disparate salesforceIdentified skill shortagesRedefined salesforce focusReduce Non Value Added ActivitiesClient: Large Construction Company Deliverables: Identified technology solutions to integrate administrative

21、processesEvaluate Different Segmentation StrategiesClient: Major UK Energy supplierDeliverables: Designed unique and innovative segmentation strategy in anticipation of deregulationWORLD CLASS SALES PERFORMANCEIntroduce Focused Market Research, Customer Surveys and Competitor AnalysisClient: Constru

22、ction & Engineering firm Deliverables: Identification of product life cycle costs Introduce Customer Satisfaction ContractsClient: International Engineering FirmDeliverables: Developed software to allow client to continually monitor customer satisfactionImplement Performance MeasuresClient: Major UK

23、 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 Deliverables: Designed and implemented new channel strategy based o

24、n detailed customer analysisFocus on the 揥in, Do, Learn?CycleWINDOLEARNPick the Right JobsDevelop High Quality Cost EstimatesStrategically Position and Price ProjectsAlign Organisational and Team StructureImprove Planning and SchedulingIntegrate Customers and SuppliersMeasure the Right ThingsProvide

25、 Project Feedback and Enable LearningArthur Andersen CapabilitiesABB Stal: Current Situation Achieving World Class Sales PerformanceProject Objective and ApproachDeliverables and Resource RequirementsCredentialsCurricula VitaeProject ObjectivesReview marketing and sales effectiveness within ABB Stal

26、 and ABBIdentify the market opportunity and core process performance gapsPilot redesigned processes and channel responsibilitiesImplement new global sales strategys Iso BeVisionPilotImplementationRealise theVisionDefine Team RolesCommunicate and Involve1. Mobilise2. Analyse揂s Is3. Design 揟o Be4. Imp

27、lementReview and Revise the Overall Plan and the Communication PlanMeasureReviewImproveFOREVERKEYPEOPLEACTIONCONTROLOverview of Project PhasesWeeks 1-2Weeks 3-12Weeks 13-20Weeks 21 -Establish facilitiesRefine project scopeBusiness OverviewReview: - strategy - market understanding - performance measu

28、res - information - organisation - selling behaviourCreate high level redesignDevelop new processes & management practicesDevelop new organisation structureImplement quick winsIdentify:- - roles & responsibilities - IT requirement - performance measuresConduct pilot rollout - re-skilling - re-organi

29、sing - 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 analysisCreate detailed implementation planPresent 揟o BePhase

30、 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 group and define project goalsIntroduce AA teamFina

31、lise project team structureAgree key project themesConduct kick-off meeting to confirm goals and focus effortsDevelop detailed workplanPhase 2 : ANALYSE 揂S ISBusiness OverviewCOMMUNICATE AND INVOLVEIdentify:-key business drivers-obstacles and enablers to successHigh level process mapping of business

32、 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 understand issues High level market segmentationConduct customer satisfac

33、tion survey in key marketsProduct/ Service OfferingUnderstand ABB Stal抯 offeringIdentify product/service differentiatorsDetermine lost tender causesCustomer AcquisitionUnderstand buying processReview customers and prospects buyer valuesUndertake salesforce 憇hadowing?to identify current process, skil

34、ls 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 resultsAssess value of processes and activities in the light of custom

35、er values and customer segment feedbackUndertake Best Practice comparisonInstalled base customer feedbackIdentify value of key relationshipsRelationshipManagementPhase 2 : Analyse 揂s IsUtilise systems model to understand ABB Stal business processLEGEND:PROJECT OBJECTIVESKEY VARIABLES / RECOMMENDATIO

36、NSLEARNWINDOSelect, Gather & Filter Process incl.Market AlignmentModellingProcessPositioning ProcessKnowledgeBasePlan, Schedule& Manage ProjectsOrganisationaland TeamStructureImprove PerformanceProfitable JobsCompleted On BudgetCrewProductivityWork CompletedOn ScheduleEquipmentProductivityProject Fe

37、edback and LearningPerformance Measurementand ManagementEquipmentEffectivenessIncorporate Strategy,Vision, Purpose &Stakeholder ExpectationsABB Stal & Supplier IntegrationPhase 2 : Market UnderstandingMarket CharacteristicsMarket trendsKey competitor strengths and weaknessesKey developmentstechnolog

38、yeconomicsocialpoliticalHigh Level Market SegmentationGeographyExisting clients/prospectsGovernment/commercialAssess Customer SatisfactionMulti / single vendor customersWhole lifecostsCurrent and emerging buyer values Understand Buying ProcessDecision making unitfunding institutionsgovernmentsoperat

39、orsITT processReference sitesFinancing optionsPhase 2 : Customer Acquisition - Understand Buyer BehaviourCategoryVendorSupplierStrategicSupplierAllianceTacticsToolsSingle RequirementLowest PriceMinimal Management TimeTerms/ Conditions 1Vendor Rating 1Whole Life Costing 1Desktop Capability Assessment

40、Generic Statement of requirements慍orporate AgreementsMax Supplier Distribution Min LogisticsLong Term ContractsMove to JITEDIPerformance ReviewTerms/Conditions 2Vendor Rating 2Whole Life CostingFull Capability AssessmentOne off requirementsRisk SharingJoint DevelopmentsExclusivityMemorandum of under

41、standing慣ailored?Capability AssessmentProgress MeetingsT&C抯 3VR 3WLC 2Shared Market AnalysisReduced Planning ChannelsJoint Strategy ReviewsSecondments/ ImplantsAccount Managers Awareness of needEstimate product and service parametersSearch for providersSet solution criteriaEvaluate alternative solut

42、ionsNegotiate and purchaseUseEvaluateRecommendVISIONPhase 2 : Identify Contribution of IT to the Marketing / Sales ProcessContract ManagementAfter Sales ServiceInstallationManufacturingCompetitor EvaluationsResearch & DesignSales Opportunities Customer ManagementSupplier Alliances12Phase 2 : Perform

43、ance MeasurementOur performance measurement process utilises the vital sign performance measurement methodologyCostQualityTimeOrganisationProcessPeoplePerformance against budget versus last yearRevenues generatedSales increase versus last yearCost per callProfitabilityProduce strategic business plan

44、 for key customers% time 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 r

45、atingNumber of customer visits per monthTrainingCommunicationRewardsIMPLEMENTATION PROCESSMEASURESKEY ACTIVITIESOUTPUT MEASURESSALESPERFORMANCECRITICAL PROCESSESBenchmarkingSTRATEGYLeadershipStakeholdersBest PracticesGOALSContinuous ImprovementTime to fill vacanciesTime lapse from concept trialing t

46、o decision on roll out or rejectionQuality log of customer satisfaction% variance in development cost estimate versus actualTime to acquire market sector leadershipPhase 3 : DESIGN 揟O BEDesign organisation process changeCOMMUNICATE AND INVOLVEPlan resources to ensure a consistent face to the custome

47、rEnsure 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 proposed organisational and process changes to the St

48、eering 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 management to obtain buy-in to redesigned processesAgree

49、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 measures at all levels of the businessReality check

50、 with Steering GroupDevelop new processes and management practiceDevelop new organisational structureImplement Quick WinsDevelop Performance Measurement FrameworkPhase 3 : Process RedesignFor the largest brewer in the UK we designed and implemented a major process redesign in order to maximise the e

51、ffectiveness 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 teams of 15 managers we:provided each manager with sustainable skills in coaching, performance management and leadership, to

52、 help their public houses to higher levels of performanceredesigned Area Managers processes and activities to focus on high value (blue chip) activitiesintroduced and implemented business development initiativesimplemented a structured visit approach to ensure standardised operating behavioursintrod

53、uced a detailed business planning methodology for each Area ManagerInitiative is now being rolled-out nationallyPhase 3 : Process RedesignPeriod Performance Monitor (ex. investments)Total RevenueTotal GPMgrl Profit%Changevs LYCombined regions minus pilotCombined pilot districtsP1-4P5-8P1-4P5-8P1-4P5

54、-8012345678910Activity Analysis - Before30%Blue Chip70%White Chip70%Blue Chip30%White ChipAfterBusiness PlanningBusiness DevelopmentInitiativesStructured CallPost Call ActivityPhase 3 : Change in Salesforce BehaviourShift in MindsetVision and LeadershipNew Methods and ToolsInfrastructure Champions a

55、nd Practice Fields+= SuccessCreateawarenessof currentreality ofABB Stal tobegin tounfreeze existing ideas and behaviour among senior management groupLeadersneed to understandthe changeprocess andclarify theirfuture visions. Stakeholders should create a common future view and agree an Action PlanDeve

56、lopnewsalesforceskills through experiential workshops where new behaviours and tools are introducedKey tothe abilityto performnew skills are opportunitiesto practice,receive coaching and reflect on what抯 going well and what needs improvementPhase 3 : People Enablers for ChangeShared visionExcellent

57、communicationDesire for extra responsibilityWelcoming of change High moralePositive approachNew cultureQuality training SupervisionJob securityChange rewardsFamiliarity with self-managementDesire to learn new skillsHigh levels of exposure to outside practiceOwnershipOptimismCurrentOrganisationWorld

58、class sales organisationPhase 4 : IMPLEMENTConduct Pilot Roll OutTrain the TrainersBuild upon existing skills and develop new skills for all experience levels to enable changeDevelop workshops and modules to cover key areas of:product knowledgeclient managementleadershipnegotiationcoaching and train

59、ingcustomer relationpersonal effectivenessbusiness process knowledgepresentations and communicationFacilitate introduction of new selling process to pilot sales teamCollect and Review DataMonitor progress and feedback pilot results to stakeholder groupCoach and Feedback Reflect on what is working we

60、ll and areas for improvement Monitor key performance measuresGlobal roll outIdentify next steps to implement a global roll out of new sales strategyPhase 4 : Train the TrainersAA FacilitateWave 1 Train the TrainersWave 2 Practice & FeedbackWave 3 SoloAA Co-facilitateABB Stal TrainABB Stal TrainEACH