某集團(tuán)戰(zhàn)略增長(zhǎng)建議方案(編輯修改稿)
2025-02-25 20:25 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 ervice 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 parison ? 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 parison ? 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 petitor strengths and weaknesses ? Key developments – technology – economic – social – political High Level Market Segmentation ? Geography ? Existing clients/ prospects ? Government/ mercial Assess Customer Satisfaction ? Multi / single vendor customers ? Whole life costs ? 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 ?TC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 Remend 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 Training Communication 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 anisation 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, peration of petitive accounts and longterm consultative relationships ? Refine/redesign sales process ? Present proposed anisational and process changes to the Steering Committee ? Refine remendations ? Ensure flexibility for local management to tailor approach to meet specific local market needs ? Refine/create new sales channel structure ? Quantify cost benefit of remendations ? Facilitated workshop with key management to obtain buyin to redesigned processes ? Agre
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