ABB战略增长建议方案

Proposalto

ManagingForGrowth:MaximisingSalesforceEffectivenessOctober1996AgendaArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeRepresentativeBusinessConsultingManufacturingClientsAsiaPacificDainipponInk&ChemHKWiringOkamotoMachineToolCocaColaColgatePalmolivePhilsPhilipsElectronicsNorthAmericaTheFordpanyMotorolaAseaBrownBoveriCarolinaPower&LightSiemensCorporationTheBoeingpanyMicrosoftCorporationRustInternationalTurnerConstructionEurope/AfricaSmithKlineBeechamDaimlerBenzAGGECAlsthomMetallgesellschaftAGKloecknerMoellerElectrizitaetsGmbhUnitedBiscuitsAsgSouthAmericaFiatAutoPetrokenSaArthurAndersenConsultingCapabilitiesArthurAndersenprovidesseamlessexpertiseinassistingclientstoaligntheirorganisations;addresstheirbusinesschallengesandimprovetheirbusinessperformanceRevenueEnhancementCustomerSatisfactionAssessmentStrategic/BusinessPlanningQualityManagementSoftwareSelectionInformationPlanningSystemDesignandImplementationProcessReengineeringBenchmarkingandBestPracticeCostManagement/ClientProfitabilityProjectManagementOrganisationDesignPerformanceMeasurementHumanResourcesManagementStrategyPeopleBusiness

ProcessesTechnologyOperationsChangeImplementationApproachOurimplementationfocusedteam

approachwhichseekstoaddressthekeychallengeconsultantsandclientsfaceineveryproject:thehumanaspectofchangePartneringwithourclientstoensureresultsareachievedWeensureourclientsarepartoftheprocessfromproblemidentificationtosolutionimplementationOurorganisationalchangeapproachwhichstronglyrelieson

performancemeasures

andmeasurementsystemstoaligntheentireorganisation;itsprocessesandpeoplebehaviour;withcustomerfocusedobjectivesandoverallstrategicgoalsUsingtheArthurAndersenknowledgeof

GlobalBestPractices

toacceleratethechangeprocessesanddelivercreativeinsightsOurBusinessConsultingpracticefocusesonhelpingpaniesachievemeasurableperformanceimprovementandimplementpositiveandlastingchange

Weachievethisby:ArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeCurrentSituationAseaBrownBoveriABBaretheworld抯largestelectricalengineeringconcernForthethirdyearrunningithasbeenvotedEurope抯mostrespectedpanyinasurveycarriedoutbytheFinancialTimesABBconsistsof36decentralisedbusinessesoperatingprimarilyinfourbusinesssegmentsABBarerecognisedforinnovationinavarietyofareas;mostlynotablytheT5Ochangeprocess:supplierpartnershipprogrammesreductioninleadtimes>50%stock/inventorylevelsreducedby>30%productivityimprovements>20%benchmarkingfor>50%ofthebusinessABBStal抯primaryfocusissteamturbinetechnologyThemajorityofsalesaretoSwedenandGermany;althoughemergingmarketssuchasEasternEuropeandAsiaareincreasinginimportanceWithoutthesemarketsABB抯last6month抯growth揷ouldhavebeenzeroPercyBarnevikAseaBrownBoveriABPowergenerationPowertransmissionanddistributionIndustryandbuildingsystemsFinancialservicesVariousactivitiesCorporateResearchStaffUnionABBStalEuropeanTurbineMarketSourceFrostandSullivan;July1998$BABBSiemensKWUGECAlsthomVATechAnsaldoEnergionOtherSourceFrostandSullivan;July1998MarketShareinEuropeABBStalGlobalSales:GasTurbines1030mWABBStalGlobalSales:SteamTurbines3100mWABBSales1995SteamTurbines3100mWAfrica12%Americas6%Australia7%Europe67%Asia8%NorthAmerica0%MiddleEast0%GrowthinordersforSteamTurbines3100mWforperiod1991199500001749167465226188213751242405010015020025030035040045050019911992199319941995OrderVolumeAmericasEuropeAsiaChallengesPowergenerationsegmentreportedlowerorderbookingsin1995resultinginlowerearningsTheEuropeanturbinemarketSteamandGasdeclinedby17%from1992levelsto$187billionABBStalarefacinganincreasinglyplexmarketplaceNewgeographicmarketsmayrequireadifferentapproachCustomersaredemandingproductinnovationwhichsatisfiesevenmorestringentregulatorycontrolsonissuessuchastheenvironmentSalesperformancevariessignificantlybetweencountriesdependingonthesalesapproach:ABBStalsalesforceinSwedenABBgroupsalesforce揊orPercyBarnevikthebiggestchallengeisexpandinghisplexorganisationintoemergingmarketsFinancialTimes;September1996ABBStal抯objectiveis搕odoublepresentsalesvolumesbytheyear2000BUTArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeAholisticapproachisrequiredtocreateaworldclasssalesorganisationStrategyInformationArchitectureSellingBehaviourOrganisationAchievingWorldClassSalesPerformanceMarketUnderstandingPerformanceMeasuresCustomerFocusCreatingWorldClassSalesPerformanceIdentifySalesforceBestPracticeClientMajorEuropeanCarPartsSupplierDeliverables:Benchmarksalesforcesoperationandidentifiedperformancegaps: knowledgesharingdatabaseaccuracy leadgenerationand conversionDevelopPartnershipsOutsideTraditionalBoundariesClientMajorInternationalfoodmanufacturerDeliverables: Integrateddisparatesalesforce Identifiedskillshortages RedefinedsalesforcefocusReduceNonValueAddedActivitiesClient:LargeConstructionpany Deliverables:IdentifiedtechnologysolutionstointegrateadministrativeprocessesEvaluateDifferentSegmentationStrategiesClient:MajorUKEnergysupplierDeliverables: Designeduniqueand innovativesegmentation strategyinanticipationof deregulationWORLDCLASSSALESPERFORMANCEIntroduceFocusedMarketResearch;CustomerSurveysandpetitorAnalysisClient:Construction&Engineeringfirm Deliverables:Identificationofproductlifecyclecosts IntroduceCustomerSatisfactionContractsClient:InternationalEngineeringFirmDeliverables:DevelopedsoftwaretoallowclienttocontinuallymonitorcustomersatisfactionImplementPerformanceMeasuresClient:MajorUKleisureorganisationDeliverables: Cocreatedand facilitatedmajor changeprogrammetoenable Areamanagerstogaugetheir effectivenessAlignSalesforceGoalsWithCorporateGoalsClientMajorFrenchleisuregarmentsmanufacturerDeliverables: Designedandimplementednew channelstrategybasedondetailed customeranalysisFocusonthe揥in;Do;LearnCycleWINDOLEARNPicktheRightJobsDevelopHighQualityCostEstimatesStrategicallyPositionandPriceProjectsAlignOrganisationalandTeamStructureImprovePlanningandSchedulingIntegrateCustomersandSuppliersMeasuretheRightThingsProvideProjectFeedbackandEnableLearningArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeProjectObjectivesReviewmarketingandsaleseffectivenesswithinABBStalandABBIdentifythemarketopportunityandcoreprocessperformancegapsPilotredesignedprocessesandchannelresponsibilitiesImplementnewglobalsalesstrategysIsoBeVisionPilotImplementationRealisetheVisionDefineTeamRolesmunicateandInvolve1Mobilise2Analyse揂sIs3Design揟oBe4ImplementReviewandRevisetheOverallPlanandthemunicationPlanMeasureReviewImproveFOREVERKEYPEOPLEACTIONCONTROLOverviewofProjectPhasesWeeks12Weeks312Weeks1320Weeks21>EstablishfacilitiesRefineprojectscopeBusinessOverviewReview:strategymarketunderstandingperformancemeasuresinformationorganisationsellingbehaviour CreatehighlevelredesignDevelopnewprocesses&managementpracticesDevelopneworganisationstructureImplementquickwinsIdentify:roles&responsibilitiesITrequirementperformancemeasuresConductpilotrolloutreskillingreorganisingretoolingredocumentingCollectandreviewdatamunicateprogressGlobalrolloutDefinepilotareasPlanmunicationDevelopoverallplanPresent揂sIssituationCreatebusinesscaserationaleCreatequickwinsCreatecostbenefitanalysisCreatedetailedimplementationplanPresent揟oBePhase1:MOBILISEExecutiveVisioningGaincommitmentofseniorABBStalexecutivestotheprojectEstablishBoardcontrolfortheSteeringGroupRefineprojectscopeIdentifykeyissuesmunicationandPlanningProjectTeamSetUpEstablishprojectsteeringgroupanddefineprojectgoalsIntroduceAAteamFinaliseprojectteamstructureAgreekeyprojectthemesConductkickoffmeetingtoconfirmgoalsandfocuseffortsDevelopdetailedworkplanPhase2:ANALYSE揂SISBusinessOverviewMUNICATEANDINVOLVEIdentify: keybusiness drivers obstaclesand enablersto successHighlevelprocessmappingofbusinesssystemVisionUndertakemanagementworkshopto: reviewABB Stal抯strategies; goalsand structure review marketingand sales strategies

MarketsIdentifycurrent/futuremarketcharacteristicsInterviewregionalmanagementteamstounderstandissuesHighlevelmarketsegmentationConductcustomersatisfactionsurveyinkeymarketsProduct/ServiceOfferingUnderstandABBStal抯offeringIdentifyproduct/servicedifferentiatorsDeterminelosttendercausesCustomerAcquisitionUnderstandbuyingprocessReviewcustomersandprospectsbuyervaluesUndertakesalesforce憇hadowingtoidentifycurrentprocess;skillsandperformancemeasuresbychannelUndertakeBestPracticeparisonProcessmapthetotalsalesprocessDeliverySystemInstalledbasecustomerfeedbackIdentifyvalueofkeyrelationshipsRelationshipManagementPhase2:Analyse揂sIsUtilisesystemsmodeltounderstandABBStalbusinessprocessLEGEND:PROJECTOBJECTIVESKEYVARIABLES/REMENDATIONSLEARNWINDOSelect;Gather&FilterProcessinclMarketAlignmentModellingProcessPositioningProcessKnowledgeBasePlan;Schedule&ManageProjectsOrganisationalandTeamStructureImprovePerformanceProfitableJobspletedOnBudgetCrewProductivityWorkpletedOnScheduleEquipmentProductivityProjectFeedbackandLearningPerformanceMeasurementandManagementEquipmentEffectivenessIncorporateStrategy;Vision;Purpose&StakeholderExpectationsABBStal&SupplierIntegrationPhase2:MarketUnderstandingMarketCharacteristicsMarkettrendsKeypetitorstrengthsandweaknessesKeydevelopmentstechnologyeconomicsocialpoliticalHighLevelMarketSegmentationGeographyExistingclients/

prospectsGovernment/

mercialAssessCustomerSatisfactionMulti/singlevendorcustomersWholelife

costsCurrentand

emergingbuyervaluesUnderstandBuyingProcessDecisionmakingunitfundinginstitutionsgovernmentsoperatorsITTprocessReferencesitesFinancingoptionsPhase2:CustomerAcquisitionUnderstandBuyerBehaviourCategoryVendorSupplierStrategicSupplierAllianceTacticsToolsSingleRequirementLowestPriceMinimalManagementTimeTerms/Conditions1VendorRating1WholeLifeCosting1DesktopCapabilityAssessmentGenericStatementofrequirements慍orporateAgreementsMaxSupplierDistributionMinLogisticsLongTermContractsMovetoJITEDIPerformanceReviewTerms/Conditions2VendorRating2WholeLifeCostingFullCapabilityAssessmentOneoffrequirementsRiskSharingJointDevelopmentsExclusivityMemorandumofunderstanding慣ailoredCapabilityAssessmentProgressMeetingsT&C抯3VR3WLC2SharedMarketAnalysisReducedPlanningChannelsJointStrategyReviewsSecondments/ImplantsAccountManagersAwarenessofneedEstimateproductandserviceparametersSearchforprovidersSetsolutioncriteriaEvaluatealternativesolutionsNegotiateandpurchaseUseEvaluateRecommendVISIONPhase2:IdentifyContributionofITtothe

Marketing/SalesProcessContractManagementAfterSalesServiceInstallationManufacturingpetitorEvaluationsResearch&DesignSalesOpportunitiesCustomerManagementSupplierAlliances12Phase2:PerformanceMeasurementOurperformancemeasurementprocessutilisesthevitalsignperformancemeasurementmethodologyCostQualityTimeOrganisationProcessPeoplePerformanceagainstbudgetversuslastyearRevenuesgeneratedSalesincreaseversuslastyearCostpercallProfitabilityPersonaldevelopmentexpenditureUpwardappraisalNumberofbestpracticeideasacceptedontodatabasemanagementfeedbackAnnualratingNumberofcustomervisitspermonthTrainingmunicationRewardsIMPLEMENTATION

PROCESSMEASURESKEYACTIVITIESOUTPUTMEASURESSALESPERFORMANCECRITICALPROCESSESBenchmarkingSTRATEGYLeadershipStakeholdersBestPracticesGOALSContinuousImprovementTimetofillvacanciesTimelapsefromconcepttrialingtodecisiononrolloutorrejectionQualitylogofcustomersatisfaction%varianceindevelopmentcostestimateversusactualTimetoacquiremarketsectorleadershipPhase3:DESIGN揟OBEDesignorganisationprocesschangeMUNICATEANDINVOLVEPlanresourcestoensureaconsistentfacetothecustomerEnsuresalesownershipofaccountswhiledevelopingframeworkforteamsellingskillsandknowledgesharingNewfocusonempowerment;penetrationofpetitiveaccountsandlongtermconsultativerelationshipsIntroduceidentifiedquickwinsacrossthewholesalesorganisationMonitorandrefineFocusoncustomerandstakeholderneedsAlignwithcorporatestrategiesBalancecost;qualityandtimemeasuresAlignmeasuresatalllevelsofthebusinessRealitycheckwithSteeringGroupDevelopnewprocessesandmanagementpracticeDevelopneworganisationalstructureImplementQuickWinsDevelopPerformanceMeasurementFrameworkPhase3:ProcessRedesignForthelargestbrewerintheUKwedesignedandimplementedamajorprocessredesigninordertomaximisetheeffectivenessoftheI50strongAreamanagementteamEachAreamanagerisresponsibleforensuringthat18publichousesreachtheirprofitabilitytargetsByworkingwith2pilotteamsof15managerswe:providedeachmanagerwithsustainableskillsincoaching;performancemanagementandleadership;tohelptheirpublichousestohigherlevelsofperformanceredesignedAreaManagersprocessesandactivitiestofocusonhighvaluebluechipactivitiesintroducedandimplementedbusinessdevelopmentinitiativesimplementedastructuredvisitapproachtoensurestandardisedoperatingbehavioursintroducedadetailedbusinessplanningmethodologyforeachAreaManagerInitiativeisnowbeingrolledoutnationallyPhase3:ProcessRedesignPeriodPerformanceMonitorexinvestmentsTotalRevenueTotalGPMgrlProfit%ChangevsLYbinedregionsminuspilotbinedpilotdistrictsP14P58P14P58P14P58012345678910ActivityAnalysisBefore30%BlueChip70%

WhiteChip70%BlueChip30%

WhiteChipAfterBusinessPlanningBusinessDevelopmentInitiativesStructuredCallPostCallActivityPhase3:ChangeinSalesforceBehaviourShiftinMindsetVisionandLeadershipNewMethodsandToolsInfrastructureChampionsandPracticeFields+++=SuccessCreate

awarenessofcurrent

realityof

ABBStalto

beginto

unfreezeexistingideasandbehaviouramongseniormanagementgroupLeaders

needtounderstand

thechange

processand

clarifytheir

futurevisionsStakeholdersshouldcreateamonfutureviewandagreeanActionPlanDevelop

new

salesforce

skillsthroughexperientialworkshopswherenewbehavioursandtoolsareintroducedKeyto

theability

toperform

newskillsareopportunities

topractice;

receivecoachingandreflectonwhat抯goingwellandwhatneedsimprovementPhase3:PeopleEnablersforChangeSharedvisionExcellentmunicationDesireforextraresponsibilityWelingofchangeHighmoralePositiveapproachNewcultureQualitytrainingSupervisionChangerewardsFamiliaritywithselfmanagementDesiretolearnnewskillsHighlevelsofexposuretooutsidepracticeOwnershipOptimismCurrent

OrganisationWorldclasssalesorganisationPhase4:IMPLEMENTConductPilotRollOutTraintheTrainersBuilduponexistingskillsanddevelopnewskillsforallexperiencelevelstoenablechangeDevelopworkshopsandmodulestocoverkeyareasof:productknowledgeclientmanagementleadershipnegotiationcoachingandtrainingcustomerrelationpersonaleffectivenessbusinessprocessknowledgepresentationsandmunicationFacilitateintroductionofnewsellingprocesstopilotsalesteamCollectandReviewDataMonitorprogressandfeedbackpilotresultstostakeholdergroupCoachandFeedbackReflectonwhatisworkingwellandareasforimprovementMonitorkeyperformancemeasuresGlobalrolloutIdentifynextstepstoimplementaglobalrolloutofnewsalesstrategyPhase4:TraintheTrainersAAFacilitateWave1TraintheTrainersWave2Practice&FeedbackWave3SoloAACofacilitateABBStalTrainABBStalTrainEACHTRAINERTHENANCHORSASALESFORCETEAMAACoaching&FacilitationABBStalFacilitation&CoachingSkillsABBStalsalesteamABBStalsalesforceAABBStalsalesforceBArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeDeliverablesTimelineDefineTeamRolesAnalysesIsDesignoBeImplementWeeks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 1920SteeringGroupMeetingTeamStructureABBSTALEXECUTIVESTEERINGGROUPLarsJosephsonDirectorofSalesHowardBarrettArthurAndersenPartnerPROJECTMANAGERSABBManager BenKnapp

POWERGENERATIONRichardEmertonKevinRutledgeABBSTALOperationalRepresentationABBSTALHeadOfficeRepresentationSUPPLYCHAINSusanDurantAsiaPacific ABBSManagerDavidNgEurope ABBSManagerDavidNendickAmericas ABBSManagerScotSimsREGIONALTEAMSProjectFeesPhases12sIsAnalysisWeestimate110mandayswillberequiredforthesephasesOurproposedfeeestimateis:SEK164million;plusoutofpocketexpensesplusVATPhase3DesignoBeWeestimate100mandayswillberequiredforthisphaseOurproposedfeeestimateis:SEK147million;plusoutofpocketexpensesplusVATPhase4ImplementOurfeeswillbedependentontheresultsandagreedwayforwardfromPhase3TheseestimatesaresubjecttoagreementontheprojectscopeArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeCredentialsMANAGEMENTCHALLENGEAPPROACHRESULTSWewereengagedtoreviewchannelmanagementstrategyandthecustomerpropositionOurexperienceinchannelmanagementsuggestedtherewereseveralopportunityareasforimprovementThesewereconfirmedbytheuseofselectivetoolswhichconfirmedourhypothesesMethodologiesused:BenchmarkingFlowChartAnalysisBusinessProcessReengineeringMarketAnalysisCredentialsOBJECTIVEOurclientisaglobalgarmentmanufacturer,withconsolidatedsalesofover?0million.ThecompanywaslosingcustomersduetorapidlygrowingFarEastcompetition.WedevelopedaPanEuropeanCustomerSatisfactionProgrammeandreviewedcurrentsalesoperationsMANAGEMENTCHALLENGEAPPROACHRESULTSToretainexistingcustomersinanincreasinglypricesensitiveindustry?OurexperienceinCustomerSatisfactionsuggestedtherewereseveralopportunityareasforimprovement.ThesewereconfirmedbyourPanEuropeanCustomerSatisfactionSurvey.ByidentifyingperformanceshortfallsagainstKeyBuyerValues,wewereabletoestablishareasforimprovementWedevelopedaCustomerSatisfactionSurveySoftwareTooltoallowtheclienttomeasureprogressaftertheProgrammewasimplemented.IncreasedfocusoncustomerKeyBuyerValuesbythesalesforceIncreasedinternalfocusonbothinternalandexternalcustomersAftersixmonths,afollow-upsurveyshowedthatcustomersatisfactionhadsignificantlyimprovedasadirectresultoftheinitiativeCredentialsOBJECTIVEOurclientisasubsidiaryofamajorautomotivesupplierfortheUKandEuropeanmarketThetotalgroupturnoverlastyearwas50mOverthepast18monthsourclienthadexperiencedphenomenalgrowthinsalesinthecorporatefleetmarket;currentlyworth0m;andneededassistanceinassessingoptionsforfutureoperationsMANAGEMENTCHALLENGEAPPROACHRESULTSToreorganisethesalesforceoperationsandbackofficefunctiontosustainthecorporatevisionof00millionturnoverReviewedthecurrentsalesforceoperationanddevelopedamultichannelstructureMethodologiesincludedshadowingsalesrepresentatives;timeallocationstudies;culturesurveyandexecutiveinterviewsReviewofcurrentBackOfficeprocessesledtothedevelopmentoptionsforanewbackofficefunctionMethodologiesincludedBenchmarking;FlowChartAnalysis;TimeAllocationStudiesandCulturalSurveyDesignednewsalesforcestructure:FacilitatedandencouragedlearningandshareofBestPracticesReducedadministrationtimefrom32%oftotaltimedownto12%Savedapproximately50;000onpreviousoperatingcostsIntroducedSalesForceAutomationToolsIdentifiedsavingsinthebackofficefunctionofapproximately50;000CredentialsOBJECTIVEOurclientisaglobalfoodcompany,withconsolidatedsalesofoverUS$1.5billion.Followingacompanymerger,therewasaneedtomaximisetheeffectivenessofthewholesaleandretailsalesforcesofbothorganisations.MANAGEMENTCHALLENGEAPPROACHRESULTSTointegratethemarketingneedsoftwodifferentorganisationswithinthewholesaleandretailsalesforcesDetailedanalysisofcustomersandthesalesforceidentifiedsignificantvariantsincurrentperformancelevels.Onlythencouldwedeviseanimprovementprogrammetoachievethecorporatevision.Methodologiesusedincludeddetailedcustomersurvey,incorporatingwholesalersandretailers,搒hadowing?ofwholesaleandretailsalesforceBusinessProcessImprovementandMarketAnalysisIdentificationandimplementationofappropriateperformancemeasuresRe-definedtheroleofbothsalesforcestoencompassbothsell-inandsell-throughactivityRecommendedstrategyforcontrolledexpansionbasedonmarkettesting,feedback,changeandimplementationEstimatedrevenueincreaseof15%CredentialsMANAGEMENTCHALLENGEHowtoreorganisetheorganisationtofocusonbothinternalandexternalcustomerneedsCredentialsOBJECTIVEOurclient;alargeconstructionpanyusedwithaplexprojectmanagementprocesswithlimitedcontrolmechanismsThepanyrecognisedthattheywerelosingmoneybecauseoftheinadequatesystemMANAGEMENTCHALLENGEHowtodevelopandimplementaprojectmanagementandplanningsystemthatisefficientandeffectiveAPPROACHPerformedprehensivediagnosticassessmenttoidentifyopportunitiesforimprovedperformanceSurveyedorganisationtoidentifyemployeesattitudestowardthepanyandthechangeprocessPerformedprofitabilityanalysistoidentifyprojectswithactualmarginlessthanoriginallyestimatedPerformedrootcauseanalysistostudycostoverrunsinlabour;equipment;materials;subcontractors;andotherexpensesRESULTSThenewsystemsavestheclient$2;000;000annuallyIdentifiedtechnologysolutionscapableofintegrationandofmeetingthespecificationsofadministrativeandoperationalprocessesOfferedatechnologyplatformalternativestosupportthechosensoftwareandconsistentwiththeinformationtechnologystrategyCredentialsOBJECTIVEOurclient;alargeconstruction&engineeringdivisionofamajorpowerproducer;wereawarethattheircostlevelsweretoohighTobeabletopeteeffectively;anewsystemforforecastinglifecyclecostshadtobedevelopedMANAGEMENTCHALLENGEHowtoprojectandmeasurelifecyclecostsofprojectsinpetitiveareasoftheirbusinessandhowtoidentifyopportunitiesforcostreductionsintheirnonpetitivebusinessArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeCurriculaVitaeCurriculaVitaeRichardEmerton

PartnerBusinessConsultingLedaprojectforalargeintegratedcentralEuropeanstateoilpanytoanalysethecorporate搗aluechainPerformedadetailedbenchmarkingstudyforaNorthSeaoperator;paringitsperformanceacrossawiderangeofoperationalandfinancialmeasuresReviewedtheinternationalRefiningoperationsofamajoroilpanytoestablishunderlyingprofitabilityandtoassistinassessingtheperformanceachievedPartnerinchargeofa4monthstrategicandoperationalreviewofamajorEuropeangasUtilityThestudyincludedapletereviewofoperationalandsupportfunctionsandledtomanyremendationsforcorporaterestructuringAdvisoryPartnerontheprivatisationoftwooilrefineriesinGreeceCurriculaVitaeKevinRutledge(Director,UtilitiesConsultingGroup)Assistedagroupofinvestorstomanageanddeveloptheirinterestsinanindependentpowerproject.Heldnegationswithfuelsuppliersandelectricitypurchasers.Advisedtheinvestorsonallfinancialmattersrelatedtotheproject,includingsecuringfinancingfortheprojectFinancialadvisertoaprojecttobuildagas-firedpowerstationinSouthernEngland.Evaluatedoptionsforthetypeofstationtobedeveloped-baseload,loadfollowing,combinedheatandpower,Developedabus