ABB增长战略建议分析英文版(ppt 54页)

Agenda
u Arthur Andersen Capabilities
u ABB Stal: Current Situation
u Achieving World Class Sales Performance
u Project Objective and Approach
u Deliverables and Resource Requirements
u Credentials
u Curricula Vitae
Representative Business Consulting Manufacturing Clients
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
Change Implementation Approach
u Our implementation focused team approach which seeks to address the key challenge consultants and clients face in every project: the human aspect of change
u Partnering with our clients to ensure results are achieved.  We ensure our clients are part of the process from problem identification to solution implementation
u 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
u Using the Arthur Andersen knowledge of Global Best Practices to accelerate the change processes and deliver creative insights
Current Situation
u 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  
u ABB  consists of 36 decentralised businesses operating primarily in four business segments
u ABB  are recognised for innovation in a variety of areas, mostly notably the T5O change process:
w supplier partnership programmes
w reduction in lead times >50%
w stock/inventory levels reduced by >30%
w productivity improvements >20%
w benchmarking for >50% of the business
u 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)
ABB Stal - Global Sales: Gas Turbines 10 - 30mW
Challenges
u 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
u ABB Stal are facing an increasingly complex marketplace
w New geographic markets may require a different approach
w Customers are demanding product innovation which satisfies even more stringent regulatory controls on issues such as the environment
u Sales performance varies significantly between countries depending on the sales approach:
w ABB Stal salesforce in Sweden
w ABB group salesforce
揊or Percy Barnevik...the biggest challenge is expanding his complex organisation
into emerging markets? (Financial Times, September 1996)
Creating World Class Sales Performance
Project Objectives
u Review marketing and sales effectiveness within ABB Stal and ABB
Phase 2 : Identify Contribution of IT to the
                Marketing / Sales Process
Phase 2 : Performance Measurement
Phase 3 : Process Redesign
u 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
w Each Area manager is responsible for ensuring that 18 public houses reach their profitability targets
u By working with 2 pilot teams of 15 managers we:
w provided each manager with sustainable skills in coaching, performance management and leadership, to help their public houses to higher levels of performance
w redesigned Area Managers processes and activities to focus on high value (blue chip) activities
w introduced and implemented business development initiatives
w implemented a structured visit approach to ensure standardised operating behaviours
w introduced a detailed business planning methodology for each Area Manager
u Initiative is now being rolled-out nationally
Phase 3 : Change in Salesforce Behaviour
Phase 3 : People Enablers for Change

u Train the Trainers
u Build upon existing skills and develop new skills for all experience levels to enable change
u Develop workshops and modules to cover key areas of:
w product knowledge
w client management
w leadership
w negotiation
w coaching and training
w customer relation
w personal effectiveness
w business process knowledge
w presentations and communication
u Facilitate introduction of new selling process to pilot sales team
Deliverables
w Understanding of ABB Stal position within major markets
w Key dimensions of alue-in-use?of ABB Stal products and services from the customers perspective identified
w Incorporation of relevant Best Practices and benchmarking comparisons
w Identification of high value-added activity within the current sales and marketing process
w Assessment of the potential for enhanced sales performance
w Redefined sales strategy by key market segment
w Identification of right KPI
w Opportunities for uick win?implementation
w Redesign of organisational structure and processes in order to support the corporate vision
w Demonstrable performance improvement

 

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