安达信为ABB做的项目ABB增长战略建议课件

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1、Proposal to Managing For Growth: Maximising Salesforce EffectivenessOctober 1996AgendauuArthur Andersen CapabilitiesArthur Andersen CapabilitiesuuABB Stal: Current Situation ABB Stal: Current Situation uuAchieving World Class Sales PerformanceAchieving World Class Sales PerformanceuuProject Objectiv

2、e and ApproachProject Objective and ApproachuuDeliverables and Resource RequirementsDeliverables and Resource RequirementsuuCredentialsCredentialsuuCurricula VitaeCurricula VitaeuuArthur Andersen CapabilitiesArthur Andersen CapabilitiesuuABB ABB StalStal: Current Situation : Current Situation uuAchi

3、eving World Class Sales PerformanceAchieving World Class Sales PerformanceuuProject Objective and ApproachProject Objective and ApproachuuDeliverables and Resource RequirementsDeliverables and Resource RequirementsuuCredentialsCredentialsuuCurricula VitaeCurricula VitaeRepresentative Business Consul

4、ting Manufacturing ClientsAsia PacificDainippon Ink & ChemHK WiringOkamoto Machine ToolCoca ColaColgate Palmolive PhilsPhilips ElectronicsNorth AmericaThe Ford CompanyMotorolaAsea Brown BoveriCarolina Power & LightSiemens CorporationThe Boeing CompanyMicrosoft CorporationRust InternationalTurner Con

5、structionEurope/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 organ

6、isations, address their business challenges and improve their business performanceRevenue EnhancementCustomer Satisfaction Assessment Strategic/Business PlanningQuality ManagementSoftware SelectionInformation PlanningSystem Design and ImplementationProcess Re-engineeringBenchmarking and Best Practic

7、eCost Management/Client ProfitabilityProject ManagementOrganisation DesignPerformance MeasurementHuman Resources ManagementStrategyPeopleBusinessProcessesTechnologyOperationsOperationsChange Implementation ApproachuOur implementation focused team approach which seeks to address the key challenge con

8、sultants 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 performa

9、nce 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 Bu

10、siness Consulting practice focuses on helping companies achieve measurable performance improvement and implement positive and lasting change. We achieve this by:uuArthur Andersen CapabilitiesArthur Andersen CapabilitiesuuABB ABB StalStal: Current Situation : Current Situation uuAchieving World Class

11、 Sales PerformanceAchieving World Class Sales PerformanceuuProject Objective and ApproachProject Objective and ApproachuuDeliverables and Resource RequirementsDeliverables and Resource RequirementsuuCredentialsCredentialsuuCurricula VitaeCurricula VitaeCurrent SituationuAsea Brown Boveri (ABB) are t

12、he 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

13、 a variety of areas, mostly notably the T5O change process:wsupplier partnership programmeswreduction in lead times 50%wstock/inventory levels reduced by 30%wproductivity improvements 20%wbenchmarking for 50% of the businessuABB Stal抯 primary focus is steam turbine technology. The majority of sales

14、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 systems

15、Financial servicesVarious activitiesCorporate 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

16、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 - 19950000174916746522618821375124240501001502002503003504004505001991199219931

17、9941995Order 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 marketplacewNew geogra

18、phic markets may require a different approachwCustomers 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:wABB Stal salesforce in SwedenwA

19、BB 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.uuArthur Andersen CapabilitiesArthur Andersen CapabilitiesuuABB ABB St

20、alStal: Current Situation : Current Situation uuAchieving World Class Sales PerformanceAchieving World Class Sales PerformanceuuProject Objective and ApproachProject Objective and ApproachuuDeliverables and Resource RequirementsDeliverables and Resource RequirementsuuCredentialsCredentialsuuCurricul

21、a VitaeCurricula VitaeA holistic approach is required to create a world class sales organisationStrategyInformationArchitectureSelling BehaviourOrganisationAchieving World Class Sales PerformanceMarketUnderstandingPerformanceMeasuresCustomer FocusCreating World Class Sales PerformanceIdentify Salesf

22、orce 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 manufa

23、cturerDeliverables: Integrated disparate salesforceIdentified skill shortagesRedefined salesforce focusReduce Non Value Added ActivitiesClient: Large Construction Company Deliverables: Identified technology solutions to integrate administrative processesEvaluate Different Segmentation StrategiesClie

24、nt: 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 o

25、f 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 facil

26、itated 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, Lear

27、n?CycleWINDOLEARNnPick the Right JobsnDevelop High Quality Cost EstimatesnStrategically Position and Price ProjectsnAlign Organisational and Team StructurenImprove Planning and SchedulingnIntegrate Customers and SuppliersnMeasure the Right ThingsnProvide Project Feedback and Enable LearninguuArthur

28、Andersen CapabilitiesArthur Andersen CapabilitiesuuABB ABB StalStal: Current Situation : Current Situation uuAchieving World Class Sales PerformanceAchieving World Class Sales PerformanceuuProject Objective and ApproachProject Objective and ApproachuuDeliverables and Resource RequirementsDeliverable

29、s and Resource RequirementsuuCredentialsCredentialsuuCurricula VitaeCurricula VitaeProject ObjectivesuReview marketing and sales effectiveness within ABB Stal and ABBuIdentify the market opportunity and core process performance gapsuPilot redesigned processes and channel responsibilitiesuImplement n

30、ew 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 P

31、hasesWeeks 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 org

32、anisation 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 o

33、verall 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 Gr

34、oupRefine 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 workplan

35、Phase 2 : ANALYSE 揂揂S ISBusiness OverviewCOMMUNICATE AND INVOLVECOMMUNICATE AND INVOLVEIdentify:- key business drivers- obstacles and enablers to successHigh level process mapping of business systemVisionUndertake management workshop to:- review ABB Stal抯 strategies, goals and structure- review mark

36、eting and sales strategiesMarketsIdentify current /future market characteristics Interview regional management teams to understand issues High level market segmentationConduct customer satisfaction survey in key marketsProduct/ Service OfferingUnderstand ABB Stal抯 offeringIdentify product/service di

37、fferentiatorsDetermine lost tender causesCustomer AcquisitionUnderstand buying processReview customers and prospects buyer valuesUndertake salesforce 憇hadowing?to identify current process, skills and performance measures by channel. Undertake Best Practice comparisonProcess map the total sales proce

38、ssDelivery 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 customer values and customer segment feedbackUndertake Best Practice comparisonInstalled base customer feedbackId

39、entify 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 ProcessKnowle

40、dgeBasePlan, Schedule& Manage ProjectsOrganisationaland TeamStructureImprove PerformanceProfitable JobsCompleted On BudgetCrewProductivityWork CompletedOn ScheduleEquipmentProductivityProject Feedback and LearningPerformance Measurementand ManagementEquipmentEffectivenessIncorporate Strategy,Vision,

41、 Purpose &Stakeholder ExpectationsABB Stal & Supplier IntegrationPhase 2 : Market UnderstandingMarket CharacteristicsMarket CharacteristicsMarket trendsKey competitor strengths and weaknessesKey developmentstechnologyeconomicsocialpoliticalHigh Level Market SegmentationHigh Level Market Segmentation

42、GeographyExisting clients/prospectsGovernment/commercialAssess Customer SatisfactionAssess Customer SatisfactionMulti / single vendor customersWhole lifecostsCurrent and emerging buyer values Understand Buying ProcessUnderstand Buying ProcessDecision making unitfunding institutionsgovernmentsoperato

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

44、eneric 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 unders

45、tanding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 soluti

46、onsNegotiate and purchaseUseEvaluateRecommendVISIONVISIONPhase 2 : Identify Contribution of IT to the Marketing / Sales ProcessContract ManagementAfter Sales ServiceInstallationManufacturingCompetitor EvaluationsResearch & DesignSales Opportunities Customer ManagementSupplier Alliances12Phase 2 : Pe

47、rformance 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

48、 plan 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 feedbackAnn

49、ual ratingNumber of customer visits per monthTrainingCommunicationRewardsIMPLEMENTATION PROCESSMEASURESKEY ACTIVITIESOUTPUT MEASURESSALESPERFORMANCECRITICAL PROCESSESBenchmarkingSTRATEGYLeadershipStakeholdersBest PracticesGOALSContinuous ImprovementTime to fill vacanciesTime lapse from concept trial

50、ing to decision on roll out or rejectionQuality log of customer satisfaction% variance in development cost estimate versus actualTime to acquire market sector leadershipPhase 3 : DESIGN 揟揟O BEDesign organisation process changeCOMMUNICATE AND INVOLVECOMMUNICATE AND INVOLVEuPlan resources to ensure a

51、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 organisati

52、onal 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 obta

53、in 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 measu

54、res 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 m

55、ajor process redesign in order to maximise the effectiveness of the I50 strong Area management teamwEach Area manager is responsible for ensuring that 18 public houses reach their profitability targetsuBy working with 2 pilot teams of 15 managers we:wprovided each manager with sustainable skills in

56、coaching, performance management and leadership, to help their public houses to higher levels of performancewredesigned Area Managers processes and activities to focus on high value (blue chip) activitieswintroduced and implemented business development initiativeswimplemented a structured visit appr

57、oach to ensure standardised operating behaviourswintroduced 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 m

58、inus pilotCombined pilot districtsP1-4P5-8P1-4P5-8P1-4P5-8012345678910Activity Analysis - Before30%30%Blue ChipBlue Chip70%White Chip70%70%Blue ChipBlue Chip30%White ChipAfterBusiness PlanningBusiness DevelopmentInitiativesStructured CallPost Call ActivityPhase 3 : Change in Salesforce BehaviourShif

59、t 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 visio

60、ns. 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

61、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

62、 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 ke

63、y 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

64、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

65、 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 BuuArthur Andersen CapabilitiesArthur

66、Andersen CapabilitiesuuABB ABB StalStal: Current Situation : Current Situation uuAchieving World Class Sales PerformanceAchieving World Class Sales PerformanceuuProject Objective and ApproachProject Objective and ApproachuuDeliverables and Resource RequirementsDeliverables and Resource Requirementsu

67、uCredentialsCredentialsuuCurricula VitaeCurricula VitaeDeliverableswUnderstanding 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 comparisonsw

68、Identification 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 struc

69、ture 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

70、 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) Ma

71、nagerScot Sims REGIONAL TEAMSProject FeesuPhases 1-2 - s Is AnalysiswWe 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 BewWe estimate 100 mandays will be required for this phase. Our prop

72、osed fee estimate is: SEK 1.47 million, plus out-of-pocket expenses plus VATuPhase 4 - ImplementwOur fees will be dependent on the results and agreed way forward from Phase 3These estimates are subject to agreement on the project scopeuuArthur Andersen CapabilitiesArthur Andersen CapabilitiesuuABB A

73、BB StalStal: Current Situation : Current Situation uuAchieving World Class Sales PerformanceAchieving World Class Sales PerformanceuuProject Objective and ApproachProject Objective and ApproachuuDeliverables and Resource RequirementsDeliverables and Resource RequirementsuuCredentialsCredentialsuuCur

74、ricula VitaeCurricula VitaeCredentialsOBJECTIVEOur 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 r

75、eview 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 AnalysisBusi

76、ness 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 manufactur

77、ing/ distribution and internal world-wide infrastructure and management processes were identified to support the brand affiliation program.A positioning strategy was created to better distinguish brands in the minds of the retailer and end customer.CredentialsOBJECTIVEOur client is a global garment

78、manufacturer, with consolidated sales of over ?0million. The company was losing customers due to rapidly growing Far East competition. We developed a Pan European Customer Satisfaction Programme and reviewed current sales operationsMANAGEMENT CHALLENGEAPPROACHRESULTSTo retain existing customers in a

79、n increasingly price sensitive industry?Our experience in Customer Satisfaction suggested there were several opportunity areas for improvement. These were confirmed by our Pan European Customer Satisfaction Survey. By identifying performance shortfalls against Key Buyer Values, we were able to estab

80、lish areas for improvement We developed a Customer Satisfaction Survey Software Tool to allow the client to measure progress after the Programme was implemented. Increased focus on customer Key Buyer Values by the sales forceIncreased internal focus on both internal and external customersAfter six m

81、onths, a follow-up survey showed that customer satisfaction had significantly improved as a direct result of the initiativeCredentialsOBJECTIVEOur client is a subsidiary of a major automotive supplier for the UK and European market. The total group turnover last year was ?50m. Over the past 18 month

82、s our client had experienced phenomenal growth in sales in the corporate fleet market, currently worth ?0m, and needed assistance in assessing options for future operations. MANAGEMENT CHALLENGEAPPROACHRESULTSTo re-organise the salesforce operations and back-office function to sustain the corporate

83、vision of ?00 million turnover.Reviewed the current salesforce operation and developed a multi channel structureMethodologies included shadowing sales representatives, time allocation studies, culture survey and executive interviewsReview of current Back Office processes led to the development optio

84、ns for a new back office function. Methodologies included Benchmarking, Flow Chart Analysis, Time Allocation Studies and Cultural Survey.Designed new sales force structure:-Facilitated and encouraged learning and share of Best Practices-Reduced administration time from 32% of total time down to 12%-

85、Saved approximately ?50,000 on previous operating costs. -Introduced Sales Force Automation ToolsIdentified savings in the back office function of approximately ?50,000.CredentialsOBJECTIVEOur client is a global food company, with consolidated sales of over US $1.5billion. Following a company merger

86、, there was a need to maximise the effectiveness of the wholesale and retail salesforces of both organisations. MANAGEMENT CHALLENGEAPPROACHRESULTSTo integrate the marketing needs of two different organisations within the wholesale and retail salesforces Detailed analysis of customers and the salesf

87、orce identified significant variants in current performance levels. Only then could we devise an improvement programme to achieve the corporate vision.Methodologies used included detailed customer survey, incorporating wholesalers and retailers, 搒hadowing?of wholesale and retail salesforce Business

88、Process Improvement and Market AnalysisIdentification and implementation of appropriate performance measuresRe-defined the role of both salesforces to encompass both sell-in and sell-through activityRecommended strategy for controlled expansion based on market testing, feedback, change and implement

89、ationEstimated revenue increase of 15% CredentialsOBJECTIVEOur client is a major international engineering firm. The client抯 industry has become increasingly customer focused as global competition developed and needed a comprehensive customer satisfaction programme to maintain their market positionM

90、ANAGEMENT CHALLENGEAPPROACHDetailed profiling and segmentation of current and potential customersApplied customer satisfaction data collection toolsFace to face interviews to obtain both qualitative and quantitative information regarding customers Key Buyer ValuesDetailed customer survey of a larger

91、 customer base to verify findings from face to face interviewsIdentified significant areas of opportunitiesRESULTSManagement provided with a series of actionable change recommendation to enhance customer satisfaction and retain customersDeveloped software to allow the client to continually monitor p

92、erformance in terms of customer satisfaction Organisational processes aligned around processes making the customer the key focus throughout the whole organisationInternal staff trained on AA tools and techniques and how to best respond to customer related issuesHow to re-organise the organisation to

93、 focus on both internal and external customer needsCredentialsOBJECTIVEOur client, a large construction company used with a complex project management process with limited control mechanisms. The company recognised that they were losing money because of the inadequate system.MANAGEMENT CHALLENGEHow

94、to develop and implement a project management and planning system that is efficient and effective.APPROACHPerformed comprehensive diagnostic assessment to identify opportunities for improved performanceSurveyed organisation to identify employees?attitudes toward the company and the change processPer

95、formed profitability analysis to identify projects with actual margin less than originally estimatedPerformed root cause analysis to study cost overruns in labour, equipment, materials, subcontractors, and other expensesRESULTSThe new system saves the client $ 2,000,000 annuallyIdentified technology

96、 solutions capable of integration and of meeting the specifications of administrative and operational processesOffered a technology platform alternatives to support the chosen software and consistent with the information technology strategyCredentialsOBJECTIVEOur client, a large construction & engin

97、eering division of a major power producer, were aware that their cost levels were too high. To be able to compete effectively, a new system for forecasting life cycle costs had to be developed. MANAGEMENT CHALLENGEHow to project and measure life cycle costs of projects in competitive areas of their

98、business and how to identify opportunities for cost reductions in their non-competitive businessAPPROACHDetermined competitive advantages and opportunities Collected and analysed quantitative and qualitative data regarding the client and its competitorsDeveloped performance profiles of selected comp

99、etitors and compared against the client抯 pro analysing publicly available information and through face to face interviews RESULTSManagement are now able to perform a detailed and accurate life cycle cost analysisIdentified techniques with which management can investigate ways to lower costs in the c

100、lient抯 non-competitive business unit. uuArthur Andersen CapabilitiesArthur Andersen CapabilitiesuuABB ABB StalStal: Current Situation : Current Situation uuAchieving World Class Sales PerformanceAchieving World Class Sales PerformanceuuProject Objective and ApproachProject Objective and ApproachuuDe

101、liverables and Resource RequirementsDeliverables and Resource RequirementsuuCredentialsCredentialsuuCurricula VitaeCurricula VitaeCurricula Vitae Howard Barrett (Partner, Operational Consulting)For one of the major regional electricity companies, helping to define and implement the company抯 marketin

102、g strategy in the lead up to a competitive mass market in 1998. This includes both business and residential sectors and analysis of brand, product, service, price and channel options. Also includes customer perceptions and economic analysis by segment For the largest chain of managed pubs in the UK,

103、 modelled and assessed the potential take from a pilot sample of houses based upon critical factors affecting profitability and implementing best practices. Redesigned the role of Management and piloted a change programme which led to a percentage point rise in profit operations in 6 monthsDesigned

104、and implemented a customer satisfaction programme for a major diversified UK Group. This included identifying current performance, determining visionary levels of performance against industry levels, together with detailed implementation plansUndertook a review of the sales and marketing operation o

105、f a major publisher which recommended a new change approach and fundamental redesign of pricing strategyLeads Arthur Andersen抯 Global Customer Satisfaction Competency Centre in Europe, the Middle East and AfricaPrior to joining Arthur Andersen, Howard held several senior management positions with ma

106、jor multi-national organisations, including managing a multi-channel salesforce Curricula Vitae Richard Emerton (Partner (Business Consulting)wLed a project for a large integrated central European state oil company to analyse the corporate 搗alue chain?Performed a detailed benchmarking study for a No

107、rth Sea operator, comparing its performance across a wide range of operational and financial measures.Reviewed the international Refining operations of a major oil company to establish underlying profitability and to assist in assessing the performance achieved.Partner in charge of a 4 month strateg

108、ic and operational review of a major European gas Utility. The study included a complete review of operational and support functions and led to many recommendations for corporate restructuringAdvisory Partner on the privatisation of two oil refineries in Greece. Curricula Vitae Kevin Rutledge (Direc

109、tor, Utilities Consulting Group)Assisted a group of investors to manage and develop their interests in an independent power project. Held negations with fuel suppliers and electricity purchasers. Advised the investors on all financial matters related to the project, including securing financing for

110、the projectFinancial adviser to a project to build a gas-fired power station in Southern England. Evaluated options for the type of station to be developed - baseload, load following, combined heat and power, Developed a business plan and a detailed financial model for the project. Held discussions

111、with the relevant authorities to help the project to obtain a generation licence and a connection agreement with the UK National GridAssisted a major generation and transmission company in the Czech Republic, to prepare a report to the Federal government outlining its plans for the medium-term devel

112、opment. Also provided advice on potential regulatory structure and arrangementsFor an electricity company, reviewed its generation options for the next 25 years. Options analysed included development of the existing power station, electricity and gas links to FranceCo-author of 揚redictable Patterns:

113、 Navigating the Continuum from Protected Monopoly to Market Competition? This research report examines the stages that utility companies go through as they move from protected monopoly to market completionCurricula VitaeFor the UK抯 largest DIY chain, assisted in the trial and subsequent roll-out of

114、a productivity improvement and change management programme. The project involved running an extensive training programme for the client抯 change facilitators. Subsequent support and coaching was provided to regional and district managers as the change programme evolved.Assisted in the review of the f

115、inance and corporate services activities of a major utility. The first phase of the project considered current performance levels against world class benchmarks, identifying customer needs, identified and quantified opportunities to improve performance, identified some 搎uick wins?which could be impl

116、emented in the near future and built some ownership and commitment to achieving world class performance in the future.Assisted a major gas transportation company in redesigning its organisational structure. Specific work included facilitating and directing a team that was redesigning the area struct

117、ure. Assisted in the review of the Financial Services Group of a major pharmaceuticals company. Assisted the client in the designing of questionnaires and the generation and implementation of ideas through the use of Action Teams. Ben Knapp (Manager, Operational Consulting)Assisted in the developmen

118、t and conduct of a visioning workshop for the personnel function of a major utility. The workshop considered the implications of the company抯 vision for the development of the personnel strategy, improved the capability of the team to effectively work together, determined the steps required to devel

119、op the Personnel strategy and identify 搎uick hits?Developed and conducted a series of workshops for a major gas transportation company relating to the adoption of a more commercial attitude to business decisions. The workshops required participants to challenge their previous way of working and deve

120、lop new approaches to their decision making.Curricula VitaeDavid Nendick (Manager, Operational Consulting)For a major automotive supplier, responsible for assessing their salesforce effectiveness and recommending a best practice approachFor the largest chain of managed pubs in the UK, redesigned the

121、 role of Area Managers. This involved extensive facilitation and coaching as a new structured, performance measurement based approach was introduced to 150 managers Designed and implemented a pan-European customer satisfaction survey for a major European textile manufacturerPrior to joining Arthur A

122、ndersen, David worked in a number of challenging sales roles for Kodak LimitedStrategic Account manager - responsible for selling high value reprographic equipment into corporate accounts Business Development manager - responsible for selling and marketing new range of printers through computer dist

123、ributors, dealers and retailers. Distributor Account manager - controlled all Kodak distributor accounts. Role involved managing third-party salesforces and widespread re-organisation and rationalisation of distributor accountsNational Account manager - obtained, maintained and developed major Film

124、accounts Project manager for a major salesforce integration following a $5 billion company take-over Curricula Vitae Scott Sims (Manager, Business Consulting)Created and implemented a new marketing organisation that could support and lead the efforts towards significant business growth. Developed jo

125、b descriptions, responsibilities, linkages and compensation guidelines. Current staff skills assessed in order to identify fits and gaps.Undertook market assessment for new ventures, products or technologies including : sizing, rate of adoption, types of buyers/influencers, competitive analysis and

126、appropriate channels of distribution. Follow up engagement focused on developing and implementing a screening methodology for channelidentification and selection. Identified the potential universe of channels, screened the channels to a recommended and prioritised 揵est fit?Created a channel strategy

127、 for long distance telephony services based on significant reorganisation plans. The strategy focused on the opportunities and value of moving direct selling activities to third parties.Analysed effectiveness of the long distance sales force based on current market segmentation. Redeployment based o

128、n segment opportunity as well as adjustments to compensation.Developed competitive profiles and operational benchmarks of key long distance services competitorsDeveloped a strategy for entering the European market for telephone switching systems and equipment. Curricula Vitae David C.W. NG (Partner

129、in charge, Business Consulting, Hong Kong)Area of responsibility for business consulting services. Founding member of the practice with significant engagement responsibilities for most major business consulting projects, including market and strategic studies, financial and operational reviews, prod

130、uctivity reviews, financial projections and system studies.Extensive experience in helping companies improve their operational performance, particularly with a view to upgrading the quality of their products and services.Passed the examination for certified ISO9000 assessors and was among the first

131、consultants to help Hong Kong companies improve their quality management practices.Served on the Board of Examiners for the Hong Kong Management Association Quality Award since its inception in 1991, which has the objective of recognising Hong Kong companies that have make a lasting contribution to

132、process and quality improvement.Instrumental in the establishment of the Hong Kong Benchmarking Clearinghouse, and has been involved in the performance of the first process benchmarking studies in Hong Kong, including a study on customer satisfaction measurement.Susan Durant (Manager, Operational Co

133、nsulting)Curricula VitaeFor a major UK energy supplier, BPR was identified by the client as the necessary step to improve the business. Worked closely with the client on an extensive programme of process redesign and improvement through analysis, redesign and implementation. The project involved a w

134、ide cross-section of employees as well as the core client team. Key deliverables for the project lay in cost reduction, facilitation at both macro & micro level and skills transfer.Responsible for the logistic requirements for a particular Business Unit of a US conveyor manufacturer. Following analy

135、sis of the materials requirements for the unit, developed and implemented the planning systems needed to meet the business strategy.As part a of a group wide initiative at led the ambitious cost reduction program in the precision engineering division. In the role of Factory buyer, developed the proc

136、urement strategy paying particular attention to Supplier Assessment.For a global industrial manufacturer, responsible for the accreditation of a manufacturing site to ISO9001 as part of a continuous improvement program. Facilitated improvement projects to improve work flow and optimise information management. A key deliverable was to develop and implement a mechanism for continuous improvement.