250安達(dá)信為abb做的項(xiàng)目《abb增長(zhǎng)戰(zhàn)略建議》

1、Proposal to Managing For Growth: Maximising Salesforce EffectivenessOctober 1996,,Agenda,Arthur Andersen CapabilitiesABB Stal: Current Situation Achieving World Class Sales PerformanceProject Objective and Ap

2、proachDeliverables and Resource RequirementsCredentialsCurricula Vitae,,,Arthur Andersen CapabilitiesABB Stal: Current Situation Achieving World Class Sales PerformanceProject Objective and ApproachDeliverables an

3、d Resource RequirementsCredentialsCurricula Vitae,,,,,,,,,Representative Business Consulting Manufacturing Clients,,Asia PacificDainippon Ink & ChemHK WiringOkamoto Machine ToolCoca ColaColgate Palmolive Phils

4、Philips Electronics,,,,,,,North AmericaThe Ford CompanyMotorolaAsea Brown BoveriCarolina Power & LightSiemens CorporationThe Boeing CompanyMicrosoft CorporationRust InternationalTurner Construction,Europe/A

5、fricaSmithKline BeechamDaimler Benz AGGEC AlsthomMetallgesellschaft AGKloeckner Moeller ElectrizitaetsGmbhUnited BiscuitsAsg,,,South AmericaFiat AutoPetroken S.a.,Arthur Andersen Consulting Capabilities,Arthur A

6、ndersen provides seamless expertise in assisting clients to align their organisations, address their business challenges and improve their business performance,Revenue EnhancementCustomer Satisfaction Assessment Strateg

7、ic/Business PlanningQuality Management,Software SelectionInformation PlanningSystem Design and Implementation,Process Re-engineeringBenchmarking and Best PracticeCost Management/Client ProfitabilityProject Manageme

8、nt,Organisation DesignPerformance MeasurementHuman Resources Management,Change Implementation Approach,Our implementation focused team approach which seeks to address the key challenge consultants and clients face in e

9、very project: the human aspect of changePartnering with our clients to ensure results are achieved. We ensure our clients are part of the process from problem identification to solution implementationOur organisationa

10、l 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 goalsU

11、sing 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 im

12、provement and implement positive and lasting change. We achieve this by:,,Arthur Andersen CapabilitiesABB Stal: Current Situation Achieving World Class Sales PerformanceProject Objective and ApproachDeliverables and

13、 Resource RequirementsCredentialsCurricula 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 comp

14、any 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, mostly notably th

15、e 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

16、 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 grow

17、th 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,AB

18、B Stal,European Turbine Market,Source - Frost and Sullivan, July 1998,$B,,,,,,,Source - Frost and Sullivan, July 1998,Market Share in Europe,ABB Stal - Global Sales: Gas Turbines 10 - 30mW,ABB Stal - Global Sales: Steam

19、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 Turbin

20、es 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

21、 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 marketplaceNe

22、w geographic markets may require a different approachCustomers are demanding product innovation which satisfies even more stringent regulatory controls on issues such as the environmentSales performance varies signific

23、antly between countries depending on the sales approach:ABB Stal salesforce in SwedenABB group salesforce揊or Percy Barnevik...the biggest challenge is expanding his complex organisationinto emerging markets? (Financi

24、al 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

25、ve and ApproachDeliverables and Resource RequirementsCredentialsCurricula Vitae,,,,,,,,A holistic approach is required to create a world class sales organisation,Strategy,InformationArchitecture,Selling Behaviour,Org

26、anisation,,,,,,,,,Achieving World Class Sales Performance,MarketUnderstanding,PerformanceMeasures,,Customer Focus,Creating World Class Sales Performance,Identify Salesforce Best Practice,Client - Major European Car Par

27、ts Supplier,Deliverables: Benchmark salesforces operation and identified performance gaps:-knowledge sharing - database accuracy-lead generation and conversion,Develop Partnerships Outside Traditional

28、 Boundaries,Client - Major International food manufacturer,Deliverables: Integrated disparate salesforceIdentified skill shortagesRedefined salesforce focus,Reduce Non Value Added Activities,Client

29、: Large Construction Company,Deliverables: Identified technology solutions to integrate administrative processes,Evaluate Different Segmentation Strategies,Client: Major UK Energy supplier,Deliverables:

30、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 &

31、amp; Engineering firm,Deliverables: Identification of product life cycle costs,Introduce Customer Satisfaction Contracts,Client: International Engineering Firm,Deliverables: Developed software t

32、o allow client to continually monitor customer satisfaction,Implement Performance Measures,Client: Major UK leisure organisation,Deliverables: Co-created and faci

33、litated major change programme to enable Area managers to gauge their effectiveness,Align Salesforce Goals With Corporate Goals,Client - Major French leisure garments manufacturer,Deliverables: Des

34、igned and implemented new channel strategy based on detailed customer analysis,Focus on the 揥in, Do, Learn?Cycle,,Arthur Andersen CapabilitiesABB Stal: Current Situation Achieving World Class Sales PerformanceProj

35、ect Objective and ApproachDeliverables and Resource RequirementsCredentialsCurricula Vitae,Project Objectives,,Review marketing and sales effectiveness within ABB Stal and ABB,Identify the market opportunity and core

36、process performance gaps,Pilot redesigned processes and channel responsibilities,Implement new global sales strategy,s Is,,o BeVision,,PilotImplementation,,Realise theVision,,Define Team Roles,Communicate and Involve,

37、,,,,1. Mobilise,2. Analyse揂s Is,3. Design 揟o Be,4. Implement,,,,Review and Revise the Overall Plan and the Communication Plan,,MeasureReviewImprove,KEY,,,,PEOPLE,ACTION,CONTROL,,Overview of Project Phases,Weeks 1-2,W

38、eeks 3-12,Weeks 13-20,Weeks 21 ------>,Establish facilitiesRefine project scope,Business OverviewReview: - strategy - market understanding - performance measures - information - organisation -

39、 selling behaviour,Create high level redesignDevelop new processes & management practicesDevelop new organisation structureImplement quick winsIdentify:- - roles & responsibilities - IT requirement

40、 - performance measures,Conduct pilot rollout - re-skilling - re-organising - re-tooling - re-documentingCollect and review dataCommunicate progressGlobal roll out,Define pilot areasPlan communication

41、Develop overall plan,Present 揂s Is?situation Create business case rationaleCreate quick wins,Create cost benefit analysisCreate detailed implementation planPresent 揟o Be,Phase 1 : MOBILISE,Communication and

42、 Planning,Agree key project themesConduct kick-off meeting to confirm goals and focus effortsDevelop detailed workplan,Phase 2 : ANALYSE 揂S IS,Business Overview,COMMUNICATE AND INVOLVE,Identify:-key business drive

43、rs-obstacles and enablers to successHigh level process mapping of business system,Vision,Undertake management workshop to:-review ABB Stal抯 strategies, goals and structure-review marketing and sa

44、les strategies,Markets,Identify current /future market characteristics Interview regional management teams to understand issues High level market segmentationConduct customer satisfaction survey in key markets,Prod

45、uct/ Service Offering,Understand ABB Stal抯 offeringIdentify product/service differentiatorsDetermine lost tender causes,Customer Acquisition,Understand buying processReview customers and prospects buyer valuesUndert

46、ake salesforce 憇hadowing?to identify current process, skills and performance measures by channel. Undertake Best Practice comparisonProcess map the total sales process,Delivery System,Review KPI抯 for each participati

47、ng salesforce channel and project team Compare with customer satisfaction resultsAssess value of processes and activities in the light of customer values and customer segment feedbackUndertake Best Practice comparison

48、,Installed base customer feedbackIdentify value of key relationships,,RelationshipManagement,,Phase 2 : Analyse 揂s Is,Utilise systems model to understand ABB Stal business process,,LEGEND:,PROJECT OBJECTIVES,KEY VARIAB

49、LES / RECOMMENDATIONS,,LEARN,WIN,DO,,,,,,,,,,,,,,,,,,,Select, Gather & Filter Process incl.Market Alignment,ModellingProcess,Positioning Process,KnowledgeBase,Plan, Schedule& Manage Projects,Organisational

50、and TeamStructure,Improve Performance,,Profitable JobsCompleted On Budget,CrewProductivity,Work CompletedOn Schedule,EquipmentProductivity,,Project Feedback and Learning,Performance Measurementand Management,,Equ

51、ipmentEffectiveness,,Incorporate Strategy,Vision, Purpose &Stakeholder Expectations,ABB Stal & Supplier Integration,,,,,Phase 2 : Market Understanding,,Market Characteristics,Market trendsKey competitor stre

52、ngths and weaknessesKey developmentstechnologyeconomicsocialpolitical,,High Level Market Segmentation,GeographyExisting clients/prospectsGovernment/commercial,,Assess Customer Satisfaction,Multi / single vendor

53、customersWhole lifecostsCurrent and emerging buyer values,,Understand Buying Process,Decision making unitfunding institutionsgovernmentsoperatorsITT processRefer

54、ence sitesFinancing options,Phase 2 : Customer Acquisition - Understand Buyer Behaviour,,,,,,,,,,,,,,,,Category,Vendor,Supplier,StrategicSupplier,Alliance,Tactics,Tools,Single RequirementLowest Price

55、Minimal Management Time,Terms/ Conditions 1Vendor Rating 1Whole Life Costing 1Desktop Capability AssessmentGeneric Statement of requirements,慍orporate AgreementsMax Supplier Distribution M

56、in LogisticsLong Term ContractsMove to JIT,EDIPerformance ReviewTerms/Conditions 2Vendor Rating 2Whole Life CostingFull Capability Assessment,One off requirementsRisk SharingJoint DevelopmentsExclusivity,

57、Memorandum of understanding慣ailored?Capability AssessmentProgress MeetingsT&C抯 3VR 3WLC 2,Shared Market AnalysisReduced Planning Channels,Joint Strategy ReviewsSecondments/ ImplantsAccount Manager

58、s,VISION,,,,,,,,Phase 2 : Identify Contribution of IT to the Marketing / Sales Process,Contract Management,After Sales Service,Installation,Manufacturing,Competitor Evaluations,Research & Design,Sal

59、es Opportunities,Customer Management,Supplier Alliances,,,Phase 2 : Performance Measurement,Our performance measurement process utilises the vital sign performance measurement methodology,,,,,,,,,Cost,Quality,Time,,Org

60、anisation,,Process,,People,,Performance against budget versus last yearRevenues generatedSales increase versus last yearCost per callProfitability,Produce strategic business plan for key customers% time spent on adm

61、inistrationLeads convertedSales forecast accuracy% time spent travelling to customersAfter sales service response timeCustomer knowledge,Personal development expenditure,Upward appraisalNumber of best practice idea

62、s accepted onto databasemanagement feedbackAnnual rating,Number of customer visits per month,,Training,Communication,Rewards,,,IMPLEMENTATION,,,,PROCESSMEASURES,KEY ACTIVITIES,OUTPUT MEASURES,SALESPERFORMANCE,,CRITI

63、CAL PROCESSES,Benchmarking,,STRATEGY,LeadershipStakeholdersBest Practices,,,,,,GOALS,,Continuous Improvement,Time to fill vacanciesTime lapse from concept trialing to decision on roll out or rejection,Quality log of

64、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 en

65、sure a consistent face to the customerEnsure sales ownership of accounts while developing framework for team selling skills and knowledge sharingNew focus on empowerment, penetration of competitive accounts and long-t

66、erm consultative relationships,Refine/redesign sales processPresent proposed organisational and process changes to the Steering CommitteeRefine recommendationsEnsure flexibility for local management to tailor approach

67、 to meet specific local market needs,Refine/create new sales channel structureQuantify cost benefit of recommendationsFacilitated workshop with key management to obtain buy-in to redesigned processesAgree on suitable

68、pilot regions to trial new processes,Introduce identified quick wins across the whole sales organisationMonitor and refine,Focus on customer and stakeholder needs Align with corporate strategiesBalance cost, quality a