Proposalto

ManagingForGrowth:MaximisingSalesforceEffectivenessOctober1996ProposaltoAgendaArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeAgendaArthurAndersenCapabiliArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeArthurAndersenCapabilitiesRepresentativeBusinessConsultingManufacturingClientsAsiaPacificDainipponInk&ChemHKWiringOkamotoMachineToolCocaColaColgatePalmolivePhilsPhilipsElectronicsNorthAmericaTheFordCompanyMotorolaAseaBrownBoveriCarolinaPower&LightSiemensCorporationTheBoeingCompanyMicrosoftCorporationRustInternationalTurnerConstructionEurope/AfricaSmithKlineBeechamDaimlerBenzAGGECAlsthomMetallgesellschaftAGKloecknerMoellerElectrizitaetsGmbhUnitedBiscuitsAsgSouthAmericaFiatAutoPetrokenS.a.RepresentativeBusinessConsulArthurAndersenConsultingCapabilitiesArthurAndersenprovidesseamlessexpertiseinassistingclientstoaligntheirorganisations,addresstheirbusinesschallengesandimprovetheirbusinessperformanceRevenueEnhancementCustomerSatisfactionAssessmentStrategic/BusinessPlanningQualityManagementSoftwareSelectionInformationPlanningSystemDesignandImplementationProcessRe-engineeringBenchmarkingandBestPracticeCostManagement/ClientProfitabilityProjectManagementOrganisationDesignPerformanceMeasurementHumanResourcesManagementStrategyPeopleBusiness

ProcessesTechnologyOperationsArthurAndersenConsultingCapChangeImplementationApproachOurimplementationfocusedteam

approachwhichseekstoaddressthekeychallengeconsultantsandclientsfaceineveryproject:thehumanaspectofchangePartneringwithourclientstoensureresultsareachieved.WeensureourclientsarepartoftheprocessfromproblemidentificationtosolutionimplementationOurorganisationalchangeapproachwhichstronglyrelieson

performancemeasures

andmeasurementsystemstoaligntheentireorganisation,itsprocessesandpeoplebehaviour,withcustomer-focusedobjectivesandoverallstrategicgoalsUsingtheArthurAndersenknowledgeof

GlobalBestPractices

toacceleratethechangeprocessesanddelivercreativeinsightsOurBusinessConsultingpracticefocusesonhelpingcompaniesachievemeasurableperformanceimprovementandimplementpositiveandlastingchange.Weachievethisby:ChangeImplementationApproachArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeArthurAndersenCapabilitiesCurrentSituationAseaBrownBoveri(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,July1998MarketShareinEuropeCurrentSituationAseaBrownBoABBStal-GlobalSales:GasTurbines10-30mWABBStal-GlobalSales:GasTABBStal-GlobalSales:SteamTurbines3-100mWABBSales1995-SteamTurbines3-100mWAfrica12%Americas6%Australia7%Europe67%Asia8%NorthAmerica0%MiddleEast0%GrowthinordersforSteamTurbines3-100mWforperiod1991-199500001749167465226188213751242405010015020025030035040045050019911992199319941995OrderVolumeAmericasEuropeAsiaABBStal-GlobalSales:SteamChallengesPowergenerationsegmentreportedlowerorderbookingsin1995resultinginlowerearnings.TheEuropeanturbinemarket(SteamandGas)declinedby17%from1992levelsto$1.87billionABBStalarefacinganincreasinglycomplexmarketplaceNewgeographicmarketsmayrequireadifferentapproachCustomersaredemandingproductinnovationwhichsatisfiesevenmorestringentregulatorycontrolsonissuessuchastheenvironmentSalesperformancevariessignificantlybetweencountriesdependingonthesalesapproach:ABBStalsalesforceinSwedenABBgroupsalesforce揊orPercyBarnevik...thebiggestchallengeisexpandinghiscomplexorganisationintoemergingmarkets?(FinancialTimes,September1996)ABBStal抯objectiveis搕odoublepresentsalesvolumesbytheyear2000?BUT...ChallengesPowergenerationsegArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeArthurAndersenCapabilitiesAholisticapproachisrequiredtocreateaworldclasssalesorganisationStrategyInformationArchitectureSellingBehaviourOrganisationAchievingWorldClassSalesPerformanceMarketUnderstandingPerformanceMeasuresCustomerFocusAholisticapproachisrequireCreatingWorldClassSalesPerformanceIdentifySalesforceBestPracticeClient-MajorEuropeanCarPartsSupplierDeliverables:Benchmarksalesforcesoperationandidentifiedperformancegaps: - knowledgesharing-databaseaccuracy - leadgenerationand conversionDevelopPartnershipsOutsideTraditionalBoundariesClient-MajorInternationalfoodmanufacturerDeliverables: Integrateddisparatesalesforce Identifiedskillshortages RedefinedsalesforcefocusReduceNonValueAddedActivitiesClient:LargeConstructionCompany Deliverables:IdentifiedtechnologysolutionstointegrateadministrativeprocessesEvaluateDifferentSegmentationStrategiesClient:MajorUKEnergysupplierDeliverables: Designeduniqueand innovativesegmentation strategyinanticipationof deregulationWORLDCLASSSALESPERFORMANCEIntroduceFocusedMarketResearch,CustomerSurveysandCompetitorAnalysisClient:Construction&Engineeringfirm Deliverables:Identificationofproductlifecyclecosts IntroduceCustomerSatisfactionContractsClient:InternationalEngineeringFirmDeliverables:DevelopedsoftwaretoallowclienttocontinuallymonitorcustomersatisfactionImplementPerformanceMeasuresClient:MajorUKleisureorganisationDeliverables: Co-createdand facilitatedmajor changeprogrammetoenable Areamanagerstogaugetheir effectivenessAlignSalesforceGoalsWithCorporateGoalsClient-MajorFrenchleisuregarmentsmanufacturerDeliverables: Designedandimplementednew channelstrategybasedondetailed customeranalysisCreatingWorldClassSalesPerFocusonthe揥in,Do,Learn?CycleWINDOLEARNPicktheRightJobsDevelopHighQualityCostEstimatesStrategicallyPositionandPriceProjectsAlignOrganisationalandTeamStructureImprovePlanningandSchedulingIntegrateCustomersandSuppliersMeasuretheRightThingsProvideProjectFeedbackandEnableLearningFocusonthe揥in,Do,Learn?CyArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeArthurAndersenCapabilitiesProjectObjectivesReviewmarketingandsaleseffectivenesswithinABBStalandABBIdentifythemarketopportunityandcoreprocessperformancegapsPilotredesignedprocessesandchannelresponsibilitiesImplementnewglobalsalesstrategysIsoBeVisionPilotImplementationRealisetheVisionProjectObjectivesReviewmarkeDefineTeamRolesCommunicateandInvolve1.Mobilise2.Analyse揂sIs3.Design揟oBe4.ImplementReviewandRevisetheOverallPlanandtheCommunicationPlanMeasureReviewImproveFOREVERKEYPEOPLEACTIONCONTROLOverviewofProjectPhasesWeeks1-2Weeks3-12Weeks13-20Weeks21------>EstablishfacilitiesRefineprojectscopeBusinessOverviewReview:-strategy-marketunderstanding-performancemeasures-information-organisation-sellingbehaviour CreatehighlevelredesignDevelopnewprocesses&managementpracticesDevelopneworganisationstructureImplementquickwinsIdentify:--roles&responsibilities-ITrequirement-performancemeasuresConductpilotrollout-re-skilling-re-organising-re-tooling-re-documentingCollectandreviewdataCommunicateprogressGlobalrolloutDefinepilotareasPlancommunicationDevelopoverallplanPresent揂sIs?situationCreatebusinesscaserationaleCreatequickwinsCreatecostbenefitanalysisCreatedetailedimplementationplanPresent揟oBeDefineTeamRolesCommunicateaPhase1:MOBILISEExecutiveVisioningGaincommitmentofseniorABBStalexecutivestotheprojectEstablishBoardcontrolfortheSteeringGroupRefineprojectscopeIdentifykeyissuesCommunicationandPlanningProjectTeamSetUpEstablishprojectsteeringgroupanddefineprojectgoalsIntroduceAAteamFinaliseprojectteamstructureAgreekeyprojectthemesConductkick-offmeetingtoconfirmgoalsandfocuseffortsDevelopdetailedworkplanPhase1:MOBILISEExecutiveViPhase2:ANALYSE揂SISBusinessOverviewCOMMUNICATEANDINVOLVEIdentify: - keybusiness drivers - obstaclesand enablersto successHighlevelprocessmappingofbusinesssystemVisionUndertakemanagementworkshopto: - reviewABB Stal抯strategies, goalsand structure - review marketingand sales strategies

MarketsIdentifycurrent/futuremarketcharacteristicsInterviewregionalmanagementteamstounderstandissuesHighlevelmarketsegmentationConductcustomersatisfactionsurveyinkeymarketsProduct/ServiceOfferingUnderstandABBStal抯offeringIdentifyproduct/servicedifferentiatorsDeterminelosttendercausesCustomerAcquisitionUnderstandbuyingprocessReviewcustomersandprospectsbuyervaluesUndertakesalesforce憇hadowing?toidentifycurrentprocess,skillsandperformancemeasuresbychannel.UndertakeBestPracticecomparisonProcessmapthetotalsalesprocessDeliverySystemReviewKPI抯foreachparticipatingsalesforcechannelandprojectteamComparewithcustomersatisfactionresultsAssessvalueofprocessesandactivitiesinthelightofcustomervaluesandcustomersegmentfeedbackUndertakeBestPracticecomparisonInstalledbasecustomerfeedbackIdentifyvalueofkeyrelationshipsRelationshipManagementPhase2:ANALYSE揂SISBusinesPhase2:Analyse揂sIsUtilisesystemsmodeltounderstandABBStalbusinessprocessLEGEND:PROJECTOBJECTIVESKEYVARIABLES/RECOMMENDATIONSLEARNWINDOSelect,Gather&FilterProcessincl.MarketAlignmentModellingProcessPositioningProcessKnowledgeBasePlan,Schedule&ManageProjectsOrganisationalandTeamStructureImprovePerformanceProfitableJobsCompletedOnBudgetCrewProductivityWorkCompletedOnScheduleEquipmentProductivityProjectFeedbackandLearningPerformanceMeasurementandManagementEquipmentEffectivenessIncorporateStrategy,Vision,Purpose&StakeholderExpectationsABBStal&SupplierIntegrationPhase2:Analyse揂sIsUtilisePhase2:MarketUnderstandingMarketCharacteristicsMarkettrendsKeycompetitorstrengthsandweaknessesKeydevelopmentstechnologyeconomicsocialpoliticalHighLevelMarketSegmentationGeographyExistingclients/

prospectsGovernment/

commercialAssessCustomerSatisfactionMulti/singlevendorcustomersWholelife

costsCurrentand

emergingbuyervaluesUnderstandBuyingProcessDecisionmakingunitfundinginstitutionsgovernmentsoperatorsITTprocessReferencesitesFinancingoptionsPhase2:MarketUnderstandingPhase2:CustomerAcquisition-UnderstandBuyerBehaviourCategoryVendorSupplierStrategicSupplierAllianceTacticsToolsSingleRequirementLowestPriceMinimalManagementTimeTerms/Conditions1VendorRating1WholeLifeCosting1DesktopCapabilityAssessmentGenericStatementofrequirements慍orporateAgreementsMaxSupplierDistributionMinLogisticsLongTermContractsMovetoJITEDIPerformanceReviewTerms/Conditions2VendorRating2WholeLifeCostingFullCapabilityAssessmentOneoffrequirementsRiskSharingJointDevelopmentsExclusivityMemorandumofunderstanding慣ailored?CapabilityAssessmentProgressMeetingsT&C抯3VR3WLC2SharedMarketAnalysisReducedPlanningChannelsJointStrategyReviewsSecondments/ImplantsAccountManagersAwarenessofneedEstimateproductandserviceparametersSearchforprovidersSetsolutioncriteriaEvaluatealternativesolutionsNegotiateandpurchaseUseEvaluateRecommendVISIONPhase2:CustomerAcquisitionPhase2:IdentifyContributionofITtothe

Marketing/SalesProcessContractManagementAfterSalesServiceInstallationManufacturingCompetitorEvaluationsResearch&DesignSalesOpportunitiesCustomerManagementSupplierAlliances12Phase2:IdentifyContributioPhase2:PerformanceMeasurementOurperformancemeasurementprocessutilisesthevitalsignperformancemeasurementmethodologyCostQualityTimeOrganisationProcessPeoplePerformanceagainstbudgetversuslastyearRevenuesgeneratedSalesincreaseversuslastyearCostpercallProfitabilityProducestrategicbusinessplanforkeycustomers%timespentonadministrationLeadsconvertedSalesforecastaccuracy%timespenttravellingtocustomersAftersalesserviceresponsetimeCustomerknowledgePersonaldevelopmentexpenditureUpwardappraisalNumberofbestpracticeideasacceptedontodatabasemanagementfeedbackAnnualratingNumberofcustomervisitspermonthTrainingCommunicationRewardsIMPLEMENTATION

PROCESSMEASURESKEYACTIVITIESOUTPUTMEASURESSALESPERFORMANCECRITICALPROCESSESBenchmarkingSTRATEGYLeadershipStakeholdersBestPracticesGOALSContinuousImprovementTimetofillvacanciesTimelapsefromconcepttrialingtodecisiononrolloutorrejectionQualitylogofcustomersatisfaction%varianceindevelopmentcostestimateversusactualTimetoacquiremarketsectorleadershipPhase2:PerformanceMeasuremPhase3:DESIGN揟OBEDesignorganisationprocesschangeCOMMUNICATEANDINVOLVEPlanresourcestoensureaconsistentfacetothecustomerEnsuresalesownershipofaccountswhiledevelopingframeworkforteamsellingskillsandknowledgesharingNewfocusonempowerment,penetrationofcompetitiveaccountsandlong-termconsultativerelationshipsRefine/redesignsalesprocessPresentproposedorganisationalandprocesschangestotheSteeringCommitteeRefinerecommendationsEnsureflexibilityforlocalmanagementtotailorapproachtomeetspecificlocalmarketneedsRefine/createnewsaleschannelstructureQuantifycostbenefitofrecommendationsFacilitatedworkshopwithkeymanagementtoobtainbuy-intoredesignedprocessesAgreeonsuitablepilotregionstotrialnewprocessesIntroduceidentifiedquickwinsacrossthewholesalesorganisationMonitorandrefineFocusoncustomerandstakeholderneedsAlignwithcorporatestrategiesBalancecost,qualityandtimemeasuresAlignmeasuresatalllevelsofthebusinessRealitycheckwithSteeringGroupDevelopnewprocessesandmanagementpracticeDevelopneworganisationalstructureImplementQuickWinsDevelopPerformanceMeasurementFrameworkPhase3:DESIGN揟OBEDesignoPhase3:ProcessRedesignForthelargestbrewerintheUKwedesignedandimplementedamajorprocessredesigninordertomaximisetheeffectivenessoftheI50strongAreamanagementteamEachAreamanagerisresponsibleforensuringthat18publichousesreachtheirprofitabilitytargetsByworkingwith2pilotteamsof15managerswe:providedeachmanagerwithsustainableskillsincoaching,performancemanagementandleadership,tohelptheirpublichousestohigherlevelsofperformanceredesignedAreaManagersprocessesandactivitiestofocusonhighvalue(bluechip)activitiesintroducedandimplementedbusinessdevelopmentinitiativesimplementedastructuredvisitapproachtoensurestandardisedoperatingbehavioursintroducedadetailedbusinessplanningmethodologyforeachAreaManagerInitiativeisnowbeingrolled-outnationallyPhase3:ProcessRedesignForPhase3:ProcessRedesignPeriodPerformanceMonitor(ex.investments)TotalRevenueTotalGPMgrlProfit%ChangevsLYCombinedregionsminuspilotCombinedpilotdistrictsP1-4P5-8P1-4P5-8P1-4P5-8012345678910ActivityAnalysis-Before30%BlueChip70%

WhiteChip70%BlueChip30%

WhiteChipAfterBusinessPlanningBusinessDevelopmentInitiativesStructuredCallPostCallActivityPhase3:ProcessRedesignPeriPhase3:ChangeinSalesforceBehaviourShiftinMindsetVisionandLeadershipNewMethodsandToolsInfrastructureChampionsandPracticeFields+++=SuccessCreate

awarenessofcurrent

realityof

ABBStalto

beginto

unfreezeexistingideasandbehaviouramongseniormanagementgroupLeaders

needtounderstand

thechange

processand

clarifytheir

futurevisions.StakeholdersshouldcreateacommonfutureviewandagreeanActionPlanDevelop

new

salesforce

skillsthroughexperientialworkshopswherenewbehavioursandtoolsareintroducedKeyto

theability

toperform

newskillsareopportunities

topractice,

receivecoachingandreflectonwhat抯goingwellandwhatneedsimprovementPhase3:ChangeinSalesforcePhase3:PeopleEnablersforChangeSharedvisionExcellentcommunicationDesireforextraresponsibilityWelcomingofchangeHighmoralePositiveapproachNewcultureQualitytrainingSupervisionJobsecurityChangerewardsFamiliaritywithself-managementDesiretolearnnewskillsHighlevelsofexposuretooutsidepracticeOwnershipOptimismCurrent

OrganisationWorldclasssalesorganisationPhase3:PeopleEnablersforPhase4:IMPLEMENTConductPilotRollOutTraintheTrainersBuilduponexistingskillsanddevelopnewskillsforallexperiencelevelstoenablechangeDevelopworkshopsandmodulestocoverkeyareasof:productknowledgeclientmanagementleadershipnegotiationcoachingandtrainingcustomerrelationpersonaleffectivenessbusinessprocessknowledgepresentationsandcommunicationFacilitateintroductionofnewsellingprocesstopilotsalesteamCollectandReviewDataMonitorprogressandfeedbackpilotresultstostakeholdergroupCoachandFeedbackReflectonwhatisworkingwellandareasforimprovementMonitorkeyperformancemeasuresGlobalrolloutIdentifynextstepstoimplementaglobalrolloutofnewsalesstrategyPhase4:IMPLEMENTConductPilPhase4:TraintheTrainersAAFacilitateWave1TraintheTrainersWave2Practice&FeedbackWave3SoloAACo-facilitateABBStalTrainABBStalTrainEACHTRAINERTHENANCHORSASALESFORCETEAMAACoaching&FacilitationABBStalFacilitation&CoachingSkillsABBStalsalesteamABBStalsalesforceAABBStalsalesforceBPhase4:TraintheTrainersAAArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeArthurAndersenCapabilitiesDeliverablesUnderstandingofABBStalpositionwithinmajormarketsKeydimensionsofalue-in-use?ofABBStalproductsandservicesfromthecustomersperspectiveidentifiedIncorporationofrelevantBestPracticesandbenchmarkingcomparisonsIdentificationofhighvalue-addedactivitywithinthecurrentsalesandmarketingprocessAssessmentofthepotentialforenhancedsalesperformanceRedefinedsalesstrategybykeymarketsegmentIdentificationofrightKPIOpportunitiesforuickwin?implementationRedesignoforganisationalstructureandprocessesinordertosupportthecorporatevisionDemonstrableperformanceimprovementDeliverablesUnderstandingofATimelineDefineTeamRolesAnalysesIsDesignoBeImplementWeeks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 1920SteeringGroupMeetingTimelineDefineTeamRolesWeeksTeamStructureABBSTALEXECUTIVESTEERINGGROUPLarsJosephson-DirectorofSalesHowardBarrett-ArthurAndersenPartnerPROJECTMANAGERSABBManager BenKnapp

POWERGENERATIONRichardEmertonKevinRutledgeABBSTALOperationalRepresentationABBSTALHeadOfficeRepresentationSUPPLYCHAINSusanDurantAsiaPacific ABB(S)ManagerDavidNgEurope ABB(S)ManagerDavidNendickAmericas ABB(S)ManagerScotSimsREGIONALTEAMSTeamStructureABBSTALEXECUTIProjectFeesPhases1-2-sIsAnalysisWeestimate110mandayswillberequiredforthesephases.Ourproposedfeeestimateis:SEK1.64million,plusout-of-pocketexpensesplusVATPhase3-DesignoBeWeestimate100mandayswillberequiredforthisphase.Ourproposedfeeestimateis:SEK1.47million,plusout-of-pocketexpensesplusVATPhase4-ImplementOurfeeswillbedependentontheresultsandagreedwayforwardfromPhase3TheseestimatesaresubjecttoagreementontheprojectscopeProjectFeesPhases1-2-sIsArthurAndersenCapabilitiesABBStal:CurrentSituationAchievingWorldClassSalesPerformanceProjectObjectiveandApproachDeliverablesandResourceRequirementsCredentialsCurriculaVitaeArthurAndersenCapabilitiesCredentialsOBJECTIVEOurclientisaglobalconsumerproductsandfoodcompanywithconsolidatedsalesofoverUS$15billion.Therewasaneedtoimprovetheeffectivenessofitsworldwidemarketingandsalesfunction.MANAGEMENTCHALLENGEAPPROACHRESULTSWewereengagedtoreviewchannelmanagementstrategyandthecustomerproposition.Ourexperienceinchannelmanagementsuggestedtherewereseveralopportunityareasforimprovement.Thesewereconfirmedbytheuseofselectivetoolswhichconfirmedourhypotheses.Methodologiesused:BenchmarkingFlowChartAnalysisBusinessProcessRe-engineeringMarketAnalysisSeveralstrategicchannelmixalternativesforspecificmarketsworld-wideweredevelopedAbrandaffiliationprogramwasdesignedtoencouragestrengtheningtheretailaffiliationbaseandretailchannelalliances.Requiredchangesinspecificcoremanufacturing/distributionandinternalworld-wideinfrastructureandmanagementprocesseswereidentifiedtosupportthebrandaffiliationprogram.Apositioningstrategywascreatedtobetterdistinguishbrandsinthemindsoftheretailerandendcustomer.CredentialsOBJECTIVEMANAGEMENTCredentialsOBJECTIVEOurclientisaglobalgarmentmanufacturer,withconsolidatedsalesofover?0million.ThecompanywaslosingcustomersduetorapidlygrowingFarEastcompetition.WedevelopedaPanEuropeanCustomerSatisfactionProgrammeandreviewedcurrentsalesoperationsMANAGEMENTCHALLENGEAPPROACHRESULTSToretainexistingcustomersinanincreasinglypricesensitiveindustry?OurexperienceinCustomerSatisfactionsuggestedtherewereseveralopportunityareasforimprovement.ThesewereconfirmedbyourPanEuropeanCustomerSatisfactionSurvey.ByidentifyingperformanceshortfallsagainstKeyBuyerValues,wewereabletoestablishareasforimprovementWedevelopedaCustomerSatisfactionSurveySoftwareTooltoallowtheclienttomeasureprogressaftertheProgrammewasimplemented.IncreasedfocusoncustomerKeyBuyerValuesbythesalesforceIncreasedinternalfocusonbothinternalandexternalcustomersAftersixmonths,afollow-upsurveyshowedthatcustomersatisfactionhadsignificantlyimprovedasadirectresultoftheinitiativeCredentialsOBJECTIVEMANAGEMENTCredentialsOBJECTIVEOurclientisasubsidiaryofamajorautomotivesupplierfortheUKandEuropeanmarket.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.CredentialsOBJECTIVEMANAGEMENTCredentialsOBJECTIVEOurclientisaglobalfoodcompany,withconsolidatedsalesofoverUS$1.5billion.Followingacompanymerger,therewasaneedtomaximisetheeffectivenessofthewholesaleandretailsalesforcesofbothorganisations.MANAGEMENTCHALLENGEAPPROACHRESULTSTointegratethemarketingneedsoftwodifferentorganisationswithinthewholesaleandretailsalesforcesDetailedanalysisofcustomersandthesalesforceidentifiedsignificantvariantsincurrentperformancelevels.Onlythencouldwedeviseanimprovementprogrammetoachievethecorporatevision.Methodologiesusedincludedde