ABB增长战略建议

Proposal to Managing For Growth:Maximising Salesforce EffectivenessOctober 1996AgendaRepresentative Business Consulting Manufacturing ClientsAsia PacificDainippon Ink&ChemHK WiringOkamoto Machine ToolCoca ColaColgate Palmolive PhilsPhilips ElectronicsNorth AmericaThe Ford CompanyMotorolaAsea Brown BoveriCarolina Power&LightSiemens CorporationThe Boeing CompanyMicrosoft CorporationRust InternationalTurner ConstructionEurope/AfricaSmithKline BeechamDaimler Benz AGGEC AlsthomMetallgesellschaft AGKloeckner Moeller ElectrizitaetsGmbhUnited 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 performance Revenue Enhancement Customer Satisfaction Assessment Strategic/Business Planning Quality Management Software Selection Information Planning System Design and Implementation Process Re-engineering Benchmarking and Best Practice Cost Management/Client Profitability Project Management Organisation Design Performance Measurement Human Resources ManagementStrategyPeopleBusinessProcessesTechnologyChange Implementation ApproachuOur implementation focused team approach which seeks to address the key challenge consultants and clients face in every project:the human aspect of changeuPartnering with our clients to ensure results are achieved.We ensure our clients are part of the process from problem identification to solution implementationuOur organisational change approach which strongly relies on performance measures and measurement systems to align the entire organisation,its processes and people behaviour,with customer-focused objectives and overall strategic goalsuUsing 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 positive and lasting change.We achieve this by:Current SituationuAsea Brown Boveri(ABB)are the world抯 largest electrical 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 uABB consists of 36 decentralised businesses operating primarily in four business segmentsuABB are recognised for innovation in a variety of areas,mostly notably the T5O change process:w supplier partnership programmesw reduction in lead times 50%w stock/inventory levels reduced by 30%w productivity improvements 20%w benchmarking for 50%of the businessuABB 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.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 Market9293949596979899 20001.81.922.12.29293949596979899 2000Source-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 Sales 1995-Gas Turbines 10-30mWAustralia4%Europe20%Asia56%North America13%Middle East4%Americas3%Africa0.02%Growth in orders for Gas Turbines 10-30mW for period 1991-19952463336732049091,2391,2721,8641,1701,6661,5993,7223,0033,31305001,0001,5002,0002,5003,0003,5004,00019911992199319941995Order VolumeAmericasEuropeAsiaABB 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 1991-199500001749167465226188213751242405010015020025030035040045050019911992199319941995Order VolumeAmericasEuropeAsiaChallengesuPower 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 billionuABB Stal are facing an increasingly complex marketplacew New geographic markets may require a different approachw Customers are demanding product innovation which satisfies even more stringent regulatory controls on issues such as the environmentuSales performance varies significantly between countries depending on the sales approach:w ABB Stal salesforce in Swedenw ABB group salesforce揊揊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 volumes by the year 2000?BUT.A holistic approach is required to create a world class sales organisationStrategyInformationArchitectureSelling BehaviourOrganisationAchieving World Class Sales PerformanceMarketUnderstandingPerformanceMeasuresCustomer FocusCreating 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 Traditional 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 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: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 customer 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 Deliverables:Designed and implemented new channel strategy based on detailed customer analysisFocus on the 揥揥in,Do,Learn?CycleWINDOLEARNn Pick the Right Jobsn Develop High Quality Cost Estimatesn Strategically Position and Price Projectsn Align Organisational and Team Structuren Improve Planning and Schedulingn Integrate Customers and Suppliersn Measure the Right Thingsn Provide Project Feedback and Enable LearningProject ObjectivesuReview marketing and sales effectiveness within ABB Stal and ABBuIdentify the market opportunity and core process performance gapsuPilot redesigned processes and channel responsibilitiesuImplement new global sales strategys Iso BeVisionPilotImplementationRealise theVisionDefine Team RolesCommunicate and Involve1.Mobilise2.Analyse揂揂s Is3.Design 揟揟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 OverviewReview:-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 -performance measuresConduct pilot rollout -re-skilling -re-organising -re-tooling -re-documentingCollect and review dataCommunicate progressGlobal roll outDefine pilot areasPlan communicationDevelop overall planPresent 揂揂s Is?situation Create business case rationaleCreate quick winsCreate cost benefit analysisCreate detailed implementation planPresent 揟揟o BePhase 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 teamFinalise project team structureAgree key project themesConduct kick-off meeting to confirm goals and focus effortsDevelop detailed workplanPhase 2:ANALYSE 揂揂S ISBusiness Overview Identify:-key business drivers-obstacles and enablers to success High level process mapping of business systemVision Undertake management workshop to:-review ABB Stal抯 strategies,goals and structure-review marketing and sales strategiesMarkets Identify current/future market characteristics Interview regional management teams to understand issues High level market segmentation Conduct customer satisfaction survey in key marketsProduct/Service Offering Understand ABB Stal抯 offering Identify product/service differentiators Determine lost tender causesCustomer Acquisition Understand buying process Review customers and prospects buyer values Undertake salesforce 憇hadowing?to identify current process,skills and performance measures by channel.Undertake Best Practice comparison Process map the total sales processDelivery System Review KPI抯 for each participating salesforce channel and project team Compare with customer satisfaction results Assess value of processes and activities in the light of customer values and customer segment feedback Undertake Best Practice comparison Installed base customer feedback Identify value of key relationshipsRelationshipManagementPhase 2:Analyse 揂揂s IsUtilise systems model to understand ABB Stal business processLEGEND:PROJECT OBJECTIVESKEY VARIABLES/RECOMMENDATIONSLEARNWINDOSelect,Gather&Filter Process incl.Market AlignmentModellingProcessPositioning ProcessKnowledgeBasePlan,Schedule&Manage ProjectsOrganisationaland TeamStructureImprove PerformanceProfitable JobsCompleted On BudgetCrewProductivityWork CompletedOn ScheduleEquipmentProductivityProject Feedback and LearningPerformance Measurementand ManagementEquipmentEffectivenessIncorporate Strategy,Vision,Purpose&Stakeholder ExpectationsABB Stal&Supplier IntegrationPhase 2:Market Understanding Market trends Key competitor strengths and weaknesses Key developments technology economic social political Geography Existing clients/prospects Government/commercial Multi/single vendor customers Whole lifecosts Current and emerging buyer values Decision making unit funding institutions governments operators ITT process Reference sites Financing optionsPhase 2:Customer Acquisition-Understand Buyer BehaviourCategoryVendorSupplierStrategicSupplierAllianceTacticsToolsSingle RequirementLowest 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 Rating 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 Managers Awareness of needEstimate product and service parametersSearch for providersSet solution criteriaEvaluate alternative solutionsNegotiate and purchaseUseEvaluateRecommendPhase 2:Identify Contribution of IT to the Marketing/Sales ProcessContract ManagementAfter Sales ServiceInstallationManufacturingCompetitor EvaluationsResearch&DesignSales Opportunities Customer ManagementSupplier Alliances12Phase 2:Performance MeasurementOur performance measurement process utilises the vital sign performance measurement methodologyCostQualityTimeOrganisationProcessPeople Performance against budget versus last year Revenues generated Sales increase versus last year Cost per call Profitability Produce strategic business plan for key customers%time spent on administration Leads converted Sales forecast accuracy%time spent travelling to customers After sales service response time Customer knowledge Personal development expenditure Upward appraisal Number of best practice ideas accepted onto database management feedback Annual rating Number of customer visits per monthTrainingCommunicationRewardsIMPLEMENTATION PROCESSMEASURESKEY ACTIVITIESOUTPUT MEASURESSALESPERFORMANCECRITICAL PROCESSESBenchmarkingSTRATEGYLeadershipStakeholdersBest PracticesGOALSContinuous Improvement Time to fill vacancies Time lapse from concept trialing to decision on roll out or rejection Quality log of customer satisfaction%variance in development cost estimate versus actual Time to acquire market sector leadershipPhase 3:DESIGN 揟揟O BEDesign organisation process changeuPlan resources to ensure a consistent face to the customeruEnsure sales ownership of accounts while developing framework for team selling skills and knowledge sharinguNew focus on empowerment,penetration of competitive accounts and long-term consultative relationshipsuRefine/redesign sales processuPresent proposed organisational and process changes to the Steering CommitteeuRefine recommendationsuEnsure flexibility for local management to tailor approach to meet specific local market needsuRefine/create new sales channel structureuQuantify cost benefit of recommendationsuFacilitated workshop with key management to obtain buy-in to redesigned processesuAgree on suitable pilot regions to trial new processesuIntroduce identified quick wins across the whole sales organisationuMonitor and refineuFocus on customer and stakeholder needs uAlign with corporate strategiesuBalance cost,quality and time measuresuAlign measures at all levels of the businessuReality check with Steering GroupDevelop new processes and management practiceDevelop new organisational structureImplement Quick WinsDevelop Performance Measurement FrameworkPhase 3:Process RedesignuFor 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 teamw Each Area manager is responsible for ensuring that 18 public houses reach their profitability targetsuBy working with 2 pilot teams of 15 managers we:w provided each manager with sustainable skills in coaching,performance management and leadership,to help their public houses to higher levels of performancew redesigned Area Managers processes and activities to focus on high value(blue chip)activitiesw introduced and implemented business development initiativesw implemented a structured visit approach to ensure standardised operating behavioursw introduced a detailed business planning methodology for each Area ManageruInitiative is now being rolled-out nationallyPhase 3:Process RedesignPeriod Performance Monitor(ex.investments)Total RevenueTotal GPMgrl Profit%Changevs LYCombined regions minus pilotCombined pilot districtsP1-4P5-8P1-4P5-8P1-4P5-8012345678910Activity Analysis-Before70%White Chip30%White ChipAfterBusiness PlanningBusiness DevelopmentInitiativesStructured CallPost Call ActivityPhase 3:Change in Salesforce BehaviourShift in MindsetVision and LeadershipNew Methods and ToolsInfrastructure Champions and 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 PlanDevelopnewsalesforceskills through experiential workshops where new behaviours and tools are introducedKey tothe abilityto performnew skills are opportunitiesto practice,receive coaching and reflect on what抯抯 going well and what needs improvementPhase 3:People Enablers for ChangeShared visionExcellent 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 class sales organisationPhase 4:IMPLEMENTConduct Pilot Roll OutuTrain the TrainersuBuild upon existing skills and develop new skills for all experience levels to enable changeuDevelop workshops and modules to cover key areas of:wproduct knowledgewclient managementwleadershipwnegotiationwcoaching and trainingwcustomer relationwpersonal effectivenesswbusiness process knowledgewpresentations and communicationuFacilitate introduction of new selling process to pilot sales teamCollect and Review DatauMonitor progress and feedback pilot results to stakeholder groupuCoach and Feedback uReflect on what is working well and areas for improvement uMonitor key performance measuresGlobal roll outuIdentify 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 TRAINER THEN ANCHORS A SALESFORCE TEAMAA Coaching&FacilitationABB Stal Facilitation&Coaching SkillsABB Stal sales teamABB Stal salesforce AABB Stal salesforce BDeliverableswUnderstanding of ABB Stal position within major marketswKey dimensions of alue-in-use?of ABB Stal products and services from the customers perspective identifiedwIncorporation of relevant Best Practices and benchmarking comparisonswIdentification of high value-added activity within the current sales and marketing processwAssessment of the potential for enhanced sales performancewRedefined sales strategy by key market segmentwIdentification of right KPI wOpportunities for uick win?implementationwRedesign of organisational structure and processes in order to support the corporate visionwDemonstrable performance improvementTimelineDefine Team RolesAnalyse s IsDesign o BeImplementWeeks1 2345678910111213141516171819 20Steering GroupMeetingTeam StructureABB STAL EXECUTIVE STEERING GROUPLars Josephson-Director of Sales Howard Barrett-Arthur Andersen PartnerPROJECT MANAGERS ABB Manager Ben KnappPOWER GENERATIONRichard EmertonKevin RutledgeABB STALOperational RepresentationABB STALHead Office RepresentationSUPPLY CHAINSusan Durant Asia Pacific ABB(S)ManagerDavid Ng Europe ABB(S)ManagerDavid Nendick AmericasABB(S)ManagerScot Sims REGIONAL TEAMSProject FeesuPhases 1-2-s Is Analysisw We estimate 110 mandays will be required for these phases.Our proposed fee estimate is:SEK 1.64 million,plus out-of-pocket expenses plus VATuPhase 3-Design o Bew We estimate 100 mandays will be required for this phase.Our proposed fee estimate is:SEK 1.47 million,plus out-of-pocket expenses plus VATuPhase 4-Implementw Our fees will be dependent on the results and agreed way forward from Phase 3These estimates are subject to agreement on the project scopeCredentialsOBJECTIVEOur client is a global consumer products and food company with consolidated sales of over US$15 billion.There was a need to improve the effectiveness of its worldwide marketing and sales function.MANAGEMENT CHALLENGEAPPROACHRESULTSWe were engaged to review channel management strategy and the customer proposition.Our experience in channel management suggested there were several opportunity areas for improvement.These were confirmed by the use of selective tools which confirmed our hypotheses.Methodologies used:BenchmarkingFlow Chart AnalysisBusiness Process Re-engineeringMarket AnalysisSeveral strategic channel mix alternatives for specific markets world-wide were developedA brand affiliation program was designed to encourage strengthening the retail affiliation base and retail channel alliances.Required changes in specific core manufacturing/distribution and internal world-wide infrastructure an