Proposalto

ManagingForGrowth:MaximisingSalesforceEffectivenessOctober1996AgendaArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeRepresentativeBusinessConsultingManufacturingClientsAsiaPacificDainipponInk&ChemHKWiringOkamotoMachineToolCocaColaColgatePalmolivePhilsPhilipsElectronicsNorthAmericaTheFordCompanyMotorolaAseaBrownBoveriCarolinaPower&LightSiemensCorporationTheBoeingCompanyMicrosoftCorporationRustInternationalTurnerConstructionEurope/AfricaSmithKlineBeechamDaimlerBenzAGGECAlsthomMetallgesellschaftAGKloecknerMoellerElectrizitaetsGmbhUnitedBiscuitsAsgSouthAmericaFiatAutoPetrokenS.a.ArthurAndersenConsultingCapabilitiesArthurAndersenprovidesseamlessexpertiseinassistingclientstoaligntheirorganisations,addresstheirbusinesschallengesandimprovetheirbusinessperformanceRevenueEnhancementCustomerSatisfactionAssessmentStrategic/BusinessPlanningQualityManagementSoftwareSelectionInformationPlanningSystemDesignandImplementationProcessRe-engineeringBenchmarkingandBestPracticeCostManagement/ClientProfitabilityProjectManagementOrganisationDesignPerformanceMeasurementHumanResourcesManagementStrategyPeopleBusiness

ProcessesTechnologyOperationsChangeImplementationApproachOurimplementationfocusedteam

approachwhichseekstoaddressthekeychallengeconsultantsandclientsfaceineveryproject:thehumanaspectofchangePartneringwithourclientstoensureresultsareachieved.WeensureourclientsarepartoftheprocessfromproblemidentificationtosolutionimplementationOurorganisationalchangeapproachwhichstronglyrelieson

performancemeasures

andmeasurementsystemstoaligntheentireorganisation,itsprocessesandpeoplebehaviour,withcustomer-focusedobjectivesandoverallstrategicgoalsUsingtheArthurAndersenknowledgeof

GlobalBestPractices

toacceleratethechangeprocessesanddelivercreativeinsightsOurBusinessConsultingpracticefocusesonhelpingcompaniesachievemeasurableperformanceimprovementandimplementpositiveandlastingchange.Weachievethisby:ArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeCurrentSituationAseaBrownBoveri(ABB)aretheworld抯largestelectricalengineeringconcern.ForthethirdyearrunningithasbeenvotedEurope抯mostrespectedcompanyinasurveycarriedoutbytheFinancialTimesABBconsistsof36decentralisedbusinessesoperatingprimarilyinfourbusinesssegmentsABBarerecognisedforinnovationinavarietyofareas,mostlynotablytheT5Ochangeprocess:supplierpartnershipprogrammesreductioninleadtimes>50%stock/inventorylevelsreducedby>30%productivityimprovements>20%benchmarkingfor>50%ofthebusinessABBStal抯primaryfocusissteamturbinetechnology.ThemajorityofsalesaretoSwedenandGermany,althoughemergingmarketssuchasEasternEuropeandAsiaareincreasinginimportance.WithoutthesemarketsABB抯last6month抯growth揷ouldhavebeenzero?(PercyBarnevik)AseaBrownBoveriABPowergenerationPowertransmissionanddistributionIndustryandbuildingsystemsFinancialservicesVariousactivitiesCorporateResearchStaffUnionABBStalEuropeanTurbineMarketSource-FrostandSullivan,July1998$BABBSiemensKWUGECAlsthomVATechAnsaldoEnergionOtherSource-FrostandSullivan,July1998MarketShareinEuropeABBStal-GlobalSales:GasTurbines10-30mWABBStal-GlobalSales:SteamTurbines3-100mWABBSales1995-SteamTurbines3-100mWAfrica12%Americas6%Australia7%Europe67%Asia8%NorthAmerica0%MiddleEast0%GrowthinordersforSteamTurbines3-100mWforperiod1991-199500001749167465226188213751242405010015020025030035040045050019911992199319941995OrderVolumeAmericasEuropeAsiaChallengesPowergenerationsegmentreportedlowerorderbookingsin1995resultinginlowerearnings.TheEuropeanturbinemarket(SteamandGas)declinedby17%from1992levelsto$1.87billionABBStalarefacinganincreasinglycomplexmarketplaceNewgeographicmarketsmayrequireadifferentapproachCustomersaredemandingproductinnovationwhichsatisfiesevenmorestringentregulatorycontrolsonissuessuchastheenvironmentSalesperformancevariessignificantlybetweencountriesdependingonthesalesapproach:ABBStalsalesforceinSwedenABBgroupsalesforce揊orPercyBarnevik...thebiggestchallengeisexpandinghiscomplexorganisationintoemergingmarkets?(FinancialTimes,September1996)ABBStal抯objectiveis搕odoublepresentsalesvolumesbytheyear2000?BUT...ArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeAholisticapproachisrequiredtocreateaworldclasssalesorganisationStrategyInformationArchitectureSellingBehaviourOrganisationAchievingWorldClassSalesPerformanceMarketUnderstandingPerformanceMeasuresCustomerFocusCreatingWorldClassSalesPerformanceIdentifySalesforceBestPracticeClient-MajorEuropeanCarPartsSupplierDeliverables:Benchmarksalesforcesoperationandidentifiedperformancegaps:- knowledgesharing-databaseaccuracy- leadgenerationandconversionDevelopPartnershipsOutsideTraditionalBoundariesClient-MajorInternationalfoodmanufacturerDeliverables:IntegrateddisparatesalesforceIdentifiedskillshortagesRedefinedsalesforcefocusReduceNonValueAddedActivitiesClient:LargeConstructionCompanyDeliverables:IdentifiedtechnologysolutionstointegrateadministrativeprocessesEvaluateDifferentSegmentationStrategiesClient:MajorUKEnergysupplierDeliverables:DesigneduniqueandinnovativesegmentationstrategyinanticipationofderegulationWORLDCLASSSALESPERFORMANCEIntroduceFocusedMarketResearch,CustomerSurveysandCompetitorAnalysisClient:Construction&EngineeringfirmDeliverables:IdentificationofproductlifecyclecostsIntroduceCustomerSatisfactionContractsClient:InternationalEngineeringFirmDeliverables:DevelopedsoftwaretoallowclienttocontinuallymonitorcustomersatisfactionImplementPerformanceMeasuresClient:MajorUKleisureorganisationDeliverables:Co-createdandfacilitatedmajorchangeprogrammetoenableAreamanagerstogaugetheireffectivenessAlignSalesforceGoalsWithCorporateGoalsClient-MajorFrenchleisuregarmentsmanufacturerDeliverables:DesignedandimplementednewchannelstrategybasedondetailedcustomeranalysisFocusonthe揥揥in,Do,Learn?CycleWINDOLEARNPicktheRightJobsDevelopHighQualityCostEstimatesStrategicallyPositionandPriceProjectsAlignOrganisationalandTeamStructureImprovePlanningandSchedulingIntegrateCustomersandSuppliersMeasuretheRightThingsProvideProjectFeedbackandEnableLearningArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeProjectObjectivesReviewmarketingandsaleseffectivenesswithinABBStalandABBIdentifythemarketopportunityandcoreprocessperformancegapsPilotredesignedprocessesandchannelresponsibilitiesImplementnewglobalsalesstrategysIsoBeVisionPilotImplementationRealisetheVisionDefineTeamRolesCommunicateandInvolve1.Mobilise2.Analyse揂sIs3.Design揟oBe4.ImplementReviewandRevisetheOverallPlanandtheCommunicationPlanMeasureReviewImproveFOREVERKEYPEOPLEACTIONCONTROLOverviewofProjectPhasesWeeks1-2Weeks3-12Weeks13-20Weeks21------>EstablishfacilitiesRefineprojectscopeBusinessOverviewReview:-strategy-marketunderstanding-performancemeasures-information-organisation-sellingbehaviourCreatehighlevelredesignDevelopnewprocesses&managementpracticesDevelopneworganisationstructureImplementquickwinsIdentify:--roles&responsibilities-ITrequirement-performancemeasuresConductpilotrollout-re-skilling-re-organising-re-tooling-re-documentingCollectandreviewdataCommunicateprogressGlobalrolloutDefinepilotareasPlancommunicationDevelopoverallplanPresent揂揂sIs?situationCreatebusinesscaserationaleCreatequickwinsCreatecostbenefitanalysisCreatedetailedimplementationplanPresent揟揟oBePhase1:MOBILISEExecutiveVisioningGaincommitmentofseniorABBStalexecutivestotheprojectEstablishBoardcontrolfortheSteeringGroupRefineprojectscopeIdentifykeyissuesCommunicationandPlanningProjectTeamSetUpEstablishprojectsteeringgroupanddefineprojectgoalsIntroduceAAteamFinaliseprojectteamstructureAgreekeyprojectthemesConductkick-offmeetingtoconfirmgoalsandfocuseffortsDevelopdetailedworkplanPhase2:ANALYSE揂SISBusinessOverviewCOMMUNICATEANDINVOLVEIdentify:- keybusinessdrivers- obstaclesandenablerstosuccessHighlevelprocessmappingofbusinesssystemVisionUndertakemanagementworkshopto:- reviewABBStal抯strategies,goalsandstructure- reviewmarketingandsales strategiesMarketsIdentifycurrent/futuremarketcharacteristicsInterviewregionalmanagementteamstounderstandissuesHighlevelmarketsegmentationConductcustomersatisfactionsurveyinkeymarketsProduct/ServiceOfferingUnderstandABBStal抯offeringIdentifyproduct/servicedifferentiatorsDeterminelosttendercausesCustomerAcquisitionUnderstandbuyingprocessReviewcustomersandprospectsbuyervaluesUndertakesalesforce憇憇hadowing?toidentifycurrentprocess,skillsandperformancemeasuresbychannel.UndertakeBestPracticecomparisonProcessmapthetotalsalesprocessDeliverySystemReviewKPI抯抯foreachparticipatingsalesforcechannelandprojectteamComparewithcustomersatisfactionresultsAssessvalueofprocessesandactivitiesinthelightofcustomervaluesandcustomersegmentfeedbackUndertakeBestPracticecomparisonInstalledbasecustomerfeedbackIdentifyvalueofkeyrelationshipsRelationshipManagementPhase2:Analyse揂sIsUtilisesystemsmodeltounderstandABBStalbusinessprocessLEGEND:PROJECTOBJECTIVESKEYVARIABLES/RECOMMENDATIONSLEARNWINDOSelect,Gather&FilterProcessincl.MarketAlignmentModellingProcessPositioningProcessKnowledgeBasePlan,Schedule&ManageProjectsOrganisationalandTeamStructureImprovePerformanceProfitableJobsCompletedOnBudgetCrewProductivityWorkCompletedOnScheduleEquipmentProductivityProjectFeedbackandLearningPerformanceMeasurementandManagementEquipmentEffectivenessIncorporateStrategy,Vision,Purpose&StakeholderExpectationsABBStal&SupplierIntegrationPhase2:MarketUnderstandingMarketCharacteristicsMarkettrendsKeycompetitorstrengthsandweaknessesKeydevelopmentstechnologyeconomicsocialpoliticalHighLevelMarketSegmentationGeographyExistingclients/

prospectsGovernment/commercialAssessCustomerSatisfactionMulti/singlevendorcustomersWholelifecostsCurrentandemergingbuyervaluesUnderstandBuyingProcessDecisionmakingunitfundinginstitutionsgovernmentsoperatorsITTprocessReferencesitesFinancingoptionsPhase2:CustomerAcquisition-UnderstandBuyerBehaviourCategoryVendorSupplierStrategicSupplierAllianceTacticsToolsSingleRequirementLowestPriceMinimalManagementTimeTerms/Conditions1VendorRating1WholeLifeCosting1DesktopCapabilityAssessmentGenericStatementofrequirements慍orporateAgreementsMaxSupplierDistributionMinLogisticsLongTermContractsMovetoJITEDIPerformanceReviewTerms/Conditions2VendorRating2WholeLifeCostingFullCapabilityAssessmentOneoffrequirementsRiskSharingJointDevelopmentsExclusivityMemorandumofunderstanding慣ailored?CapabilityAssessmentProgressMeetingsT&C抯3VR3WLC2SharedMarketAnalysisReducedPlanningChannelsJointStrategyReviewsSecondments/ImplantsAccountManagersAwarenessofneedEstimateproductandserviceparametersSearchforprovidersSetsolutioncriteriaEvaluatealternativesolutionsNegotiateandpurchaseUseEvaluateRecommendVISIONPhase2:IdentifyContributionofITtotheMarketing/SalesProcessContractManagementAfterSalesServiceInstallationManufacturingCompetitorEvaluationsResearch&DesignSalesOpportunitiesCustomerManagementSupplierAlliances12Phase2:PerformanceMeasurementOurperformancemeasurementprocessutilisesthevitalsignperformancemeasurementmethodologyCostQualityTimeOrganisationProcessPeoplePerformanceagainstbudgetversuslastyearRevenuesgeneratedSalesincreaseversuslastyearCostpercallProfitabilityProducestrategicbusinessplanforkeycustomers%timespentonadministrationLeadsconvertedSalesforecastaccuracy%timespenttravellingtocustomersAftersalesserviceresponsetimeCustomerknowledgePersonaldevelopmentexpenditureUpwardappraisalNumberofbestpracticeideasacceptedontodatabasemanagementfeedbackAnnualratingNumberofcustomervisitspermonthTrainingCommunicationRewardsIMPLEMENTATIONPROCESSMEASURESKEYACTIVITIESOUTPUTMEASURESSALESPERFORMANCECRITICALPROCESSESBenchmarkingSTRATEGYLeadershipStakeholdersBestPracticesGOALSContinuousImprovementTimetofillvacanciesTimelapsefromconcepttrialingtodecisiononrolloutorrejectionQualitylogofcustomersatisfaction%varianceindevelopmentcostestimateversusactualTimetoacquiremarketsectorleadershipPhase3:DESIGN揟OBEDesignorganisationprocesschangeCOMMUNICATEANDINVOLVEPlanresourcestoensureaconsistentfacetothecustomerEnsuresalesownershipofaccountswhiledevelopingframeworkforteamsellingskillsandknowledgesharingNewfocusonempowerment,penetrationofcompetitiveaccountsandlong-termconsultativerelationshipsRefine/redesignsalesprocessPresentproposedorganisationalandprocesschangestotheSteeringCommitteeRefinerecommendationsEnsureflexibilityforlocalmanagementtotailorapproachtomeetspecificlocalmarketneedsRefine/createnewsaleschannelstructureQuantifycostbenefitofrecommendationsFacilitatedworkshopwithkeymanagementtoobtainbuy-intoredesignedprocessesAgreeonsuitablepilotregionstotrialnewprocessesIntroduceidentifiedquickwinsacrossthewholesalesorganisationMonitorandrefineFocusoncustomerandstakeholderneedsAlignwithcorporatestrategiesBalancecost,qualityandtimemeasuresAlignmeasuresatalllevelsofthebusinessRealitycheckwithSteeringGroupDevelopnewprocessesandmanagementpracticeDevelopneworganisationalstructureImplementQuickWinsDevelopPerformanceMeasurementFrameworkPhase3:ProcessRedesignForthelargestbrewerintheUKwedesignedandimplementedamajorprocessredesigninordertomaximisetheeffectivenessoftheI50strongAreamanagementteamEachAreamanagerisresponsibleforensuringthat18publichousesreachtheirprofitabilitytargetsByworkingwith2pilotteamsof15managerswe:providedeachmanagerwithsustainableskillsincoaching,performancemanagementandleadership,tohelptheirpublichousestohigherlevelsofperformanceredesignedAreaManagersprocessesandactivitiestofocusonhighvalue(bluechip)activitiesintroducedandimplementedbusinessdevelopmentinitiativesimplementedastructuredvisitapproachtoensurestandardisedoperatingbehavioursintroducedadetailedbusinessplanningmethodologyforeachAreaManagerInitiativeisnowbeingrolled-outnationallyPhase3:ProcessRedesignPeriodPerformanceMonitor(ex.investments)TotalRevenueTotalGPMgrlProfit%ChangevsLYCombinedregionsminuspilotCombinedpilotdistrictsP1-4P5-8P1-4P5-8P1-4P5-8012345678910ActivityAnalysis-Before30%BlueChip70%

WhiteChip70%BlueChip30%

WhiteChipAfterBusinessPlanningBusinessDevelopmentInitiativesStructuredCallPostCallActivityPhase3:ChangeinSalesforceBehaviourShiftinMindsetVisionandLeadershipNewMethodsandToolsInfrastructureChampionsandPracticeFields+++=SuccessCreateawarenessofcurrentrealityofABBStaltobegintounfreezeexistingideasandbehaviouramongseniormanagementgroupLeadersneedtounderstandthechangeprocessandclarifytheirfuturevisions.StakeholdersshouldcreateacommonfutureviewandagreeanActionPlanDevelopnewsalesforceskillsthroughexperientialworkshopswherenewbehavioursandtoolsareintroducedKeytotheabilitytoperformnewskillsareopportunitiestopractice,receivecoachingandreflectonwhat抯抯goingwellandwhatneedsimprovementPhase3:PeopleEnablersforChangeSharedvisionExcellentcommunicationDesireforextraresponsibilityWelcomingofchangeHighmoralePositiveapproachNewcultureQualitytrainingSupervisionJobsecurityChangerewardsFamiliaritywithself-managementDesiretolearnnewskillsHighlevelsofexposuretooutsidepracticeOwnershipOptimismCurrentOrganisationWorldclasssalesorganisationPhase4:IMPLEMENTConductPilotRollOutTraintheTrainersBuilduponexistingskillsanddevelopnewskillsforallexperiencelevelstoenablechangeDevelopworkshopsandmodulestocoverkeyareasof:productknowledgeclientmanagementleadershipnegotiationcoachingandtrainingcustomerrelationpersonaleffectivenessbusinessprocessknowledgepresentationsandcommunicationFacilitateintroductionofnewsellingprocesstopilotsalesteamCollectandReviewDataMonitorprogressandfeedbackpilotresultstostakeholdergroupCoachandFeedbackReflectonwhatisworkingwellandareasforimprovementMonitorkeyperformancemeasuresGlobalrolloutIdentifynextstepstoimplementaglobalrolloutofnewsalesstrategyPhase4:TraintheTrainersAAFacilitateWave1TraintheTrainersWave2Practice&FeedbackWave3SoloAACo-facilitateABBStalTrainABBStalTrainEACHTRAINERTHENANCHORSASALESFORCETEAMAACoaching&FacilitationABBStalFacilitation&CoachingSkillsABBStalsalesteamABBStalsalesforceAABBStalsalesforceBArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeDeliverablesUnderstandingofABBStalpositionwithinmajormarketsKeydimensionsofalue-in-use?ofABBStalproductsandservicesfromthecustomersperspectiveidentifiedIncorporationofrelevantBestPracticesandbenchmarkingcomparisonsIdentificationofhighvalue-addedactivitywithinthecurrentsalesandmarketingprocessAssessmentofthepotentialforenhancedsalesperformanceRedefinedsalesstrategybykeymarketsegmentIdentificationofrightKPIOpportunitiesforuickwin?implementationRedesignoforganisationalstructureandprocessesinordertosupportthecorporatevisionDemonstrableperformanceimprovementTimelineDefineTeamRolesAnalysesIsDesignoBeImplementWeeks1 23 4 56 78 9 10 1112 1314 15 1617 181920SteeringGroupMeetingTeamStructureABBSTALEXECUTIVESTEERINGGROUPLarsJosephson-DirectorofSalesHowardBarrett-ArthurAndersenPartnerPROJECTMANAGERSABBManagerBenKnappPOWERGENERATIONRichardEmertonKevinRutledgeABBSTALOperationalRepresentationABBSTALHeadOfficeRepresentationSUPPLYCHAINSusanDurantAsiaPacificABB(S)ManagerDavidNgEuropeABB(S)ManagerDavidNendickAmericasABB(S)ManagerScotSimsREGIONALTEAMSProjectFeesPhases1-2-sIsAnalysisWeestimate110mandayswillberequiredforthesephases.Ourproposedfeeestimateis:SEK1.64million,plusout-of-pocketexpensesplusVATPhase3-DesignoBeWeestimate100mandayswillberequiredforthisphase.Ourproposedfeeestimateis:SEK1.47million,plusout-of-pocketexpensesplusVATPhase4-ImplementOurfeeswillbedependentontheresultsandagreedwayforwardfromPhase3TheseestimatesaresubjecttoagreementontheprojectscopeArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeCredentialsOBJECTIVEOurclientisaglobalconsumerproductsandfoodcompanywithconsolidatedsalesofoverUS$15billion.Therewasaneedtoimprovetheeffectivenessofitsworldwidemarketingandsalesfunction.MANAGEMENTCHALLENGEAPPROACHRESULTSWewereengagedtoreviewchannelmanagementstrategyandthecustomerproposition.Ourexperienceinchannelmanagementsuggestedtherewereseveralopportunityareasforimprovement.Thesewereconfirmedbytheuseofselectivetoolswhichconfirmedourhypotheses.Methodologiesused:BenchmarkingFlowChartAnalysisBusinessProcessRe-engineeringMarketAnalysisSeveralstrategicchannelmixalternativesforspecificmarketsworld-wideweredevelopedAbrandaffiliationprogramwasdesignedtoencouragestrengtheningtheretailaffiliationbaseandretailchannelalliances.Requiredchangesinspecificcoremanufacturing/distributionandinternalworld-wideinfrastructureandmanagementprocesseswereidentifiedtosupportthebrandaffiliationprogram.Apositioningstrategywascreatedtobetterdistinguishbrandsinthemindsoftheretailerandendcustomer.CredentialsOBJECTIVEOurclientisaglobalgarmentmanufacturer,withconsolidatedsalesofover?0million.ThecompanywaslosingcustomersduetorapidlygrowingFarEastcompetition.WedevelopedaPanEuropeanCustomerSatisfactionProgrammeandreviewedcurrentsalesoperationsMANAGEMENTCHALLENGEAPPROACHRESULTSToretainexistingcustomersinanincreasinglypricesensitiveindustry?OurexperienceinCustomerSatisfactionsuggestedtherewereseveralopportunityareasforimprovement.ThesewereconfirmedbyourPanEuropeanCustomerSatisfactionSurvey.ByidentifyingperformanceshortfallsagainstKeyBuyerValues,wewereabletoestablishareasforimprovementWedevelopedaCustomerSatisfactionSurveySoftwareTooltoallowtheclienttomeasureprogressaftertheProgrammewasimplemented.IncreasedfocusoncustomerKeyBuyerValuesbythesalesforceIncreasedinternalfocusonbothinternalandexternalcustomersAftersixmonths,afollow-upsurveyshowedthatcustomersatisfactionhadsignificantlyimprovedasadirectresultoftheinitiativeCredentialsOBJECTIVEOurclientisasubsidiaryofamajorautomotivesupplierfortheUKandEuropeanmarket.Thetotalgroupturnoverlastyearwas?50m.Overthepast18monthsourclienthadexperiencedphenomenalgrowthinsalesinthecorporatefleetmarket,currentlyworth?0m,andneededassistanceinassessingoptionsforfutureoperations.MANAGEMENTCHALLENGEAPPROACHRESULTSTore-organisethesalesforceoperationsandback-officefunctiontosustainthecorporatevisionof?00millionturnover.ReviewedthecurrentsalesforceoperationanddevelopedamultichannelstructureMethodologiesincludedshadowingsalesrepresentatives,timeallocationstudies,culturesurveyandexecutiveinterviewsReviewofcurrentBackOfficeprocessesledtothedevelopmentoptionsforanewbackofficefunction.MethodologiesincludedBenchmarking,FlowChartAnalysis,TimeAllocationStudiesandCulturalSurvey.Designednewsalesforcestructure:FacilitatedandencouragedlearningandshareofBestPracticesReducedadministrationtimefrom32%oftotaltimedownto12%Savedapproximately?50,000onpreviousoperatingcosts.IntroducedSalesForceAutomationToolsIdentifiedsavingsinthebackofficefunctionofapproximately?50,000.CredentialsOBJECTIVEOurclientisaglobalfoodcompany,withconsolidatedsalesofoverUS$1.5billion.Followingacompanymerger,therewasaneedtomaximisetheeffectivenessofthewholesaleandretailsalesforcesofbothorganisations.MANAGEMENTCHALLENGEAPPROACHRESULTSTointegratethemarketingneedsoftwodifferentorganisationswithinthewholesaleandretailsalesforcesDetailedanalysisofcustomersandthesalesforceidentifiedsignificantvariantsincurrentperformancelevels.Onlythencouldwedeviseanimprovementprogrammetoachievethecorporatevision.Methodologiesusedincludeddetailedcustomersurvey,incorporatingwholesalersandretailers,搒hadowing?ofwholesaleandretailsalesforceBusinessProcessImprovementandMarketAnalysisIdentificationandimplementationofappropriateperformancemeasuresRe-definedtheroleofbothsalesforcestoencompassbothsell-inandsell-throughactivityRecommendedstrategyforcontrolledexpansionbasedonmarkettesting,feedback,changeandimplementationEstimatedrevenueincreaseof15%CredentialsOBJECTIVEOurclientisamajorinternationalengineeringfirm.Theclient抯industryhasbecomeincreasinglycustomerfocusedasglobalcompetitiondevelopedandneededacomprehensivecustomersatisfactionprogrammetomaintaintheirmarketpositionMANAGEMENTCHALLENGEAPPROACHDetailedprofilingandsegmentationofcurrentandpotentialcustomersAppliedcustomersatisfactiondatacollectiontoolsFacetofaceinterviewstoobtainbothqualitativeandquantitativeinformationregardingcustomersKeyBuyerValuesDetailedcustomersurveyofalargercustomerbasetoverifyfindingsfromfacetofaceinterviewsIdentifiedsignificantareasofopportunitiesRESULTSManagementprovidedwithaseriesofactionablechangerecommendationtoenhancecustomersatisfactionandretaincustomersDevelopedsoftwaretoallowtheclienttocontinuallymonitorperformanceintermsofcustomersatisfactionOrganisationalprocessesalignedaroundprocessesmakingthecustomerthekeyfocusthroughoutthewholeorganisationInternalstafftrainedonAAtoolsandtechniquesandhowtobestrespondtocustomerrelatedissuesHowtore-organisetheorganisationtofocusonbothinternalandexternalcustomerneedsCredentialsOBJECTIVEOurclient,alargeconstructioncompanyusedwithacomplexprojectmanagementprocesswithlimitedcontrolmechanisms.Thecompanyrecognisedthattheywerelosingmoneybecauseoftheinadequatesystem.MANAGEMENTCHALLENGEHowtodevelopandimplementaprojectmanagementandplanningsystemthatisefficientandeffective.APPROACHPerformedcomprehensivediagnosticassessmenttoidentifyopportunitiesforimprovedperformanceSurveyedorganisationtoidentifyemployees?attitudestowardthecompanyandthechangeprocessPerformedprofitabilityanalysistoidentifyprojectswithactualmarginlessthanoriginallyestimatedPerformedrootcauseanalysistostudycostoverrunsinlabour,equipment,materials,subcontractors,andotherexpensesRESULTSThenewsystemsavestheclient$2,000,000annuallyIdentifiedtechnologysolutionscapableofintegrationandofmeetingthespecificationsofadministrativeandoperationalprocessesOfferedatechnologyplatformalternativestosupportthechosensoftwareandconsistentwiththeinformationtechnologystrategyCredentialsOBJECTIVEOurclient,alargeconstruction&engineeringdivisionofamajorpowerproducer,wereawarethattheircostlevelsweretoohigh.Tobeabletocompeteeffectively,anewsystemforforecastinglifecyclecostshadtobedeveloped.MANAGEMENTCHALLENGEHowtoprojectandmeasurelifecyclecostsofprojectsincompetitiveareasoftheirbusinessandhowtoidentifyopp