ABB增长战略建议英文

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Proposal to,Managing For Growth:,Maximising Salesforce Effectiveness,October 1996,Agenda,Arthur Andersen Capabilities,ABB Stal: Current Situation,Achieving World Class Sales Performance,Project Objective and Approach,Deliverables and Resource Requirements,Credentials,Curricula Vitae,Arthur Andersen Capabilities,ABB,Stal,: Current Situation,Achieving World Class Sales Performance,Project Objective and Approach,Deliverables and Resource Requirements,Credentials,Curricula Vitae,Representative Business Consulting Manufacturing Clients,Asia Pacific,Dainippon Ink &,Chem,HK Wiring,Okamoto Machine Tool,Coca Cola,Colgate Palmolive,Phils,Philips Electronics,North America,The Ford Company,Motorola,Asea,Brown,Boveri,Carolina Power & Light,Siemens Corporation,The Boeing Company,Microsoft Corporation,Rust International,Turner Construction,Europe/Africa,SmithKline,Beecham,Daimler Benz AG,GEC,Alsthom,Metallgesellschaft,AG,Kloeckner,Moeller,ElectrizitaetsGmbh,United Biscuits,Asg,South America,Fiat Auto,Petroken,S.a,.,Arthur Andersen Consulting Capabilities,Arthur 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 Management,Strategy,People,BusinessProcesses,Technology,Operations,Change Implementation Approach,Our,implementation focused team,approach which seeks to address the key challenge consultants and clients face in every project: the human aspect of change,Partnering,w,ith our clients to ensure results are achieved. We ensure our clients are part of the process from problem identification to solution implementation,Our 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 goals,Using 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:,Arthur Andersen Capabilities,ABB,Stal,: Current Situation,Achieving World Class Sales Performance,Project Objective and Approach,Deliverables and Resource Requirements,Credentials,Curricula Vitae,Current Situation,Asea 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,ABB consists of 36 decentralised businesses operating primarily in four business segments,ABB are recognised for innovation in a variety of areas, mostly notably the T5O change process:,supplier partnership programmes,reduction in lead times 50%,stock/inventory levels reduced by 30%,productivity improvements 20%,benchmarking for 50% of the business,ABB 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 AB,Power generation,Power transmission and distribution,Industry and building systems,Financial services,Various activities,Corporate Research,Staff Union,ABB,Stal,European Turbine Market,Source - Frost and Sullivan, July 1998,$B,ABB,Siemens KWU,GEC Alsthom,VA Tech,Ansaldo Energion,Other,Source - Frost and Sullivan, July 1998,Market Share in Europe,ABB Stal - Global Sales: Gas Turbines 10 - 30mW,ABB Stal - Global Sales: Steam Turbines 3 - 100mW,ABB Sales 1995 - Steam Turbines 3 - 100mW,Africa,12%,Americas,6%,Australia,7%,Europe,67%,Asia,8%,North America,0%,Middle East,0%,Growth in orders for Steam Turbines 3 - 100mW for period 1991 - 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,Order Volume,Americas,Europe,Asia,Challenges,Power 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 billion,ABB Stal are facing an increasingly complex marketplace,New geographic markets may require a different approach,Customers are demanding product innovation which satisfies even more stringent regulatory controls on issues such as the environment,Sales performance varies significantly between countries depending on the sales approach:,ABB Stal salesforce in Sweden,ABB group salesforce,揊or Percy Barnevik.the biggest challenge is expanding his complex organisation,into emerging markets? (Financial Times, September 1996),ABB Stal抯 objective is,搕o double present sales volumes by the year 2000?,BUT.,Arthur Andersen Capabilities,ABB,Stal,: Current Situation,Achieving World Class Sales Performance,Project Objective and Approach,Deliverables and Resource Requirements,Credentials,Curricula Vitae,A holistic approach is required to create a world class sales organisation,Strategy,Information,Architecture,Selling Behaviour,Organisation,Achieving World Class Sales Performance,Market,Understanding,Performance,Measures,Customer Focus,Creating World Class Sales Performance,Identify Salesforce Best Practice,Client - Major European Car Parts Supplier,Deliverables: Benchmark salesforces operation and identified performance gaps:,-knowledge sharing,- database accuracy,-lead generation and conversion,Develop Partnerships Outside Traditional Boundaries,Client - Major International food,manufacturer,Deliverables: Integrated disparate salesforce,Identified skill shortages,Redefined salesforce focus,Reduce Non Value Added Activities,Client: Large Construction,Company,Deliverables: Identified technology solutions to integrate administrative processes,Evaluate Different Segmentation Strategies,Client: Major UK Energy supplier,Deliverables: Designed unique and innovative segmentation strategy in anticipation of deregulation,WORLD CLASS,SALES PERFORMANCE,Introduce Focused Market Research, Customer Surveys and Competitor Analysis,Client: Construction & Engineering firm,Deliverables: Identification of,product life cycle costs,Introduce Customer Satisfaction Contracts,Client: International Engineering Firm,Deliverables: Developed software to allow client,to continually monitor customer,satisfaction,Implement Performance Measures,Client: Major UK leisure organisation,Deliverables: Co-created and facilitated major change programme to enable Area managers to gauge their effectiveness,Align Salesforce Goals With Corporate Goals,Client - Major French leisure garments,manufacturer,Deliverables: Designed and implemented new channel strategy based on detailed customer analysis,Focus on the 揥in, Do, Learn?Cycle,WIN,DO,LEARN,Pick the Right Jobs,Develop High Quality Cost Estimates,Strategically Position and Price Projects,Align,Organisational,and Team Structure,Improve Planning and Scheduling,Integrate Customers and Suppliers,Measure the Right Things,Provide Project Feedback and Enable Learning,Arthur Andersen Capabilities,ABB,Stal,: Current Situation,Achieving World Class Sales Performance,Project Objective and Approach,Deliverables and Resource Requirements,Credentials,Curricula Vitae,Project Objectives,Review marketing and sales effectiveness within ABB Stal and ABB,Identify the market opportunity and core process performance gaps,Pilot redesigned processes and channel responsibilities,Implement new global sales strategy,s Is,o Be,Vision,Pilot,Implementation,Realise the,Vision,Define Team Roles,Communicate and Involve,1. Mobilise,2. Analyse,揂s Is,3. Design,揟o Be,4. Implement,Review and Revise the Overall Plan and the Communication Plan,Measure,Review,Improve,FOR,EVER,KEY,PEOPLE,ACTION,CONTROL,Overview of Project Phases,Weeks 1-2,Weeks 3-12,Weeks 13-20,Weeks 21 -,Establish,facilities,Refine project,scope,Business Overview,Review:,- strategy,- market understanding,- performance measures,- information,-,organisation,- selling,behaviour,Create high level redesign,Develop new processes &,management practices,Develop new,organisation,structure,Implement quick wins,Identify:-,- roles & responsibilities,- IT requirement,- performance measures,Conduct pilot rollout,- re-,skilling,- re-,organising,- re-tooling,- re-documenting,Collect and review data,Communicate progress,Global roll out,Define pilot,areas,Plan,communication,Develop,overall plan,Present,揂,s,Is?situation,Create business case,rationale,Create quick wins,Create cost benefit analysis,Create detailed,implementation plan,Present,揟,o Be,Phase 1 : MOBILISE,Executive Visioning,Gain commitment of senior ABB,Stal,executives to the project,Establish Board control for the Steering Group,Refine project scope,Identify key issues,Communication and Planning,Project Team Set Up,Establish project steering group and define project goals,Introduce AA team,Finalise,project team structure,Agree key project themes,Conduct kick-off meeting to confirm goals and focus efforts,Develop detailed,workplan,Phase 2 : ANALYSE 揂S IS,Business Overview,COMMUNICATE AND INVOLVE,Identify:,-key business drivers,-obstacles and enablers to success,High level process mapping of business system,Vision,Undertake management workshop to:,-review ABB,Stal,抯,strategies, goals and structure,-review marketing and sales strategies,Markets,Identify current /future market characteristics,Interview regional management teams to understand issues,High level market segmentation,Conduct customer satisfaction survey in key markets,Product/ Service Offering,Understand ABB,Stal,抯,offering,Identify product/service differentiators,Determine lost tender causes,Customer 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 process,Delivery 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 relationships,Relationship,Management,Phase 2 : Analyse 揂s Is,Utilise systems model to understand ABB Stal business process,LEGEND:,PROJECT OBJECTIVES,KEY VARIABLES / RECOMMENDATIONS,LEARN,WIN,DO,Select, Gather &,Filter Process incl.,Market Alignment,Modelling,Process,Positioning,Process,Knowledge,Base,Plan, Schedule,& Manage Projects,Organisational,and Team,Structure,Improve Performance,Profitable Jobs,Completed On Budget,Crew,Productivity,Work Completed,On Schedule,Equipment,Productivity,Project,Feedback and,Learning,Performance Measurement,and Management,Equipment,Effectiveness,Incorporate Strategy,Vision, Purpose &,Stakeholder Expectations,ABB Stal,& Supplier Integration,Phase 2 : Market Understanding,Market Characteristics,Market trends,Key competitor strengths and weaknesses,Key developments,technology,economic,social,political,High Level Market Segmentation,Geography,Existing clients/prospects,Government/commercial,Assess Customer Satisfaction,Multi / single vendor customers,Whole lifecosts,Current and emerging,buyer values,Understand Buying Process,Decision making unit,funding institutions,governments,operators,ITT process,Reference sites,Financing options,Phase 2 : Customer Acquisition - Understand,Buyer Behaviour,Category,Vendor,Supplier,Strategic,Supplier,Alliance,Tactics,Tools,Single Requirement,Lowest Price,Minimal,Management,Time,Terms/,Conditions 1,Vendor Rating 1,Whole Life,Costing 1,Desktop Capability,Assessment,Generic Statement,of requirements,慍,orporate,Agreements,Max Supplier,Distribution,Min Logistics,Long Term Contracts,Move to JIT,EDI,Performance Review,Terms/Conditions 2,Vendor Rating 2,Whole Life Costing,Full Capability,Assessment,One off,requirements,Risk Sharing,Joint Developments,Exclusivity,Memorandum of,understanding,慣,ailored?Capability,Assessment,Progress Meetings,T&C,抯,3,VR 3,WLC 2,Shared Market,Analysis,Reduced Planning,Channels,Joint Strategy Reviews,Secondments,/,Implants,Account Managers,Awareness of need,Estimate product and service parameters,Search for providers,Set solution criteria,Evaluate alternative solutions,Negotiate and purchase,Use,Evaluate,Recommend,VISION,Phase 2 : Identify Contribution of IT to the Marketing / Sales Process,Contract Management,After Sales,Service,Installation,Manufacturing,Competitor Evaluations,Research &,Design,Sales,Opportunities,Customer,Management,Supplier Alliances,1,2,Phase 2 : Performance Measurement,Our performance measurement process utilises the vital sign performance measurement methodology,Cost,Quality,Time,Organisation,Process,People,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 month,Trainin,g,Com,munication,Rewards,IMPLEMENTATION,PROCESS,MEASURES,KEY,ACTIVITIES,OUTPUT MEASURES,SALES,PERFORMANCE,CRITICAL,PROCESSES,Benchmarking,STRATEGY,Leadership,Stakeholders,Best Practices,GOALS,Continuous 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 leadership,Phase 3 : DESIGN 揟O BE,Design organisation process change,COMMUNICATE AND INVOLVE,Plan resources to ensure a consistent face to the customer,Ensure sales ownership of accounts while developing framework for team selling skills and knowledge sharing,New focus on empowerment, penetration of competitive accounts and long-term consultative relationships,Refine/redesign sales process,Present proposed,organisational,and process changes to the Steering Committee,Refine recommendations,Ensure flexibility for local management to tailor approach to meet specific local market needs,Refine/create new sales channel structure,Quantify cost benefit of recommendations,Facilitated workshop with key management to obtain buy-in to redesigned processes,Agree on suitable pilot regions to trial new processes,Introduce identified quick wins across the whole sales,organisation,Monitor and refine,Focus on customer and stakeholder needs,Align with corporate strategies,Balance cost, quality and time measures,Align measures at all levels of the business,Reality check with Steering Group,Develop new processes and management practice,Develop new organisational structure,Implement Quick Wins,Develop Performance Measurement Framework,Phase 3 : Process Redesign,For 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 team,Each Area manager is responsible for ensuring that 18 public houses reach their profitability targets,By working with 2 pilot teams of 15 managers we:,provided each manager with sustainable skills in coaching, performance management and leadership, to help their public houses to higher levels of performance,redesigned Area Managers processes and activities to focus on high value (blue chip) activities,introduced and implemented business development initiatives,implemented a structured visit approach to ensure standardised operating behaviours,introduced a detailed business planning methodology for each Area Manager,Initiative is now being rolled-out nationally,Phase 3 : Process Redesign,Period Performance Monitor (ex. investments),Total Revenue,Total GP,Mgrl Profit,%,Change,vs LY,Combined regions minus pilot,Combined pilot districts,P1-4,P5-8,P1-4,P5-8,P1-4,P5-8,0,1,2,3,4,5,6,7,8,9,10,Activity Analysis - Before,30%,Blue Chip,70%White Chip,70%,Blue Chip,30%White Chip,After,Business Planning,Business Development,Initiatives,Structured Call,Post Call Activity,Phase 3 : Change in Salesforce Behaviour,Shift in Mindset,Vision and Leadership,New Methods and Tools,Infrastructure Champions and Practice Fields,+,+,+,=,Success,Createawareness,of currentreality ofABB Stal tobegin tounfreeze existing ideas and behaviour among senior management group,Leadersneed to understandthe changeprocess andclarify theirfuture visions. Stakeholders should create a common future view and agree an Action Plan,Developnewsalesforceskills through experiential workshops where new behaviours and tools are introduced,Key tothe abilityto performnew skills are opportunitiesto practice,receive coaching and reflect on what抯 going well and what needs improvement,Phase 3 : People Enablers for Change,Shared vision,Excellent communication,Desire for extra responsibility,Welcoming of change,High morale,Positive approach,New culture,Quality training,Supervision,Job security,Change rewards,Familiarity with self-management,Desire to learn new skills,High levels of exposure to outside practice,Ownership,Optimism,CurrentOrganisation,World class sales organisation,Phase 4 : IMPLEMENT,Conduct Pilot Roll Out,Train the Trainers,Build upon existing skills and develop new skills for all experience levels to enable change,Develop workshops and modules to cover key areas of:,product knowledge,client management,leadership,negotiation,coaching and training,customer relation,personal effectiveness,business process knowledge,presentations and communication,Facilitate introduction of new selling process to pilot sales team,Collect and Review Data,Monitor progress and feedback pilot results to stakeholder group,Coach and Feedback,Reflect on what is working well and areas for improvement,Monitor key performance measures,Global roll out,Identify next steps to implement a global roll out of new sales strategy,Phase 4 : Train the Trainers,AA Facilitate,Wave 1,Train the Trainers,Wave 2,Practice & Feedback,Wave 3,Solo,AA Co-facilitate,ABB Stal,Train,ABB Stal,Train,EACH TRAINER THEN,ANCHORS A SALESFORCE TEAM,AA Coaching & Facilitation,ABB Stal Facilitation & Coaching Skills,ABB Stal,sales team,ABB Stal,salesforce A,ABB Stal,salesforce B,Arthur Andersen Capabilities,ABB,Stal,: Current Situation,Achieving World Class Sales Performance,Project Objective and Approach,Deliverables and Resource Requirements,Credentials,Curricula Vitae,Deliverables,Understanding of ABB Stal position within major markets,Key dimensions of alue-in-use?of ABB Stal products and services from the customers perspective identified,Incorporation of relevant Best Practices and benchmarking comparisons,Identification of high value-added activity within the current sales and m