咨询管理战略组织项目麦肯锡工具评估 Sales.pdf

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1、- 0 -MUC-0024-90097-01-31eRoland Berger & Partners International Management ConsultantsBarcelona Beijing Berlin Brussels Bucharest Budapest Buenos Aires Dsseldorf Frankfurt Hamburg Helsinki Hong Kong Kiev Lisbon LondonMadrid - Malaysia Milan Moscow Munich New York Paris Prague Riga Rome So Paulo Sha

2、nghai Stockholm Stuttgart Tel Aviv Tokyo ViennaSales controlling as a management tool in thetransportation industry Benchmark results Roland Berger & PartnersMunich, January 1998- 1 -MUC-0024-90097-01-31eContentsPageA.Benchmark results21.Why is sales controlling important?42.What is wrong with sales

3、 controlling today?93.Why are controlling systems still so weak?154.What should sales controlling be able to do ?21B.How can sales controlling become a powerful management tool?26C.Roland Berger & Partners Competence Center Transportation36- 2 -MUC-0024-90097-01-31eA. Benchmark results- 3 -MUC-0024-

4、90097-01-31eInterviews with transportation service providers result in design suggestions for the sales controlling systemDMDMDMDMAir cargo carriersTransportation relatedindustriesLogistic providersSource: Roland Berger & Partner, Competence Center Transportation, July 1997- 4 -MUC-0024-90097-01-31e

5、A.1 Why is sales controlling important?- 5 -MUC-0024-90097-01-31eThe centrally planned, fixed infrastructure has to be marketed locallyvariable SR = Sales representativesCustomer Necessity for permanent coordination and optimisation70-80%2030%fixedNetworkEmployeesVisit planningMarketing campaignsHQL

6、ocal officeLocal officeSRSRSRSRSRSRSRSRSRLocal officeSRSRSRSRSRCostOPSinfrastructureSource: Roland Berger & Partner, Competence Center Transportation, July 1997- 6 -MUC-0024-90097-01-31eSales controlling links and coordinates central (strategic) targets with local potentials and activitiesStrategic

7、orientation Target markets target customers target productsInfrastructure designGrowth targetsStrategic orientation Target markets Target customers Target productsInfrastructure designGrowth targets/investmentBOTTOM UP (LOCAL)MarketpotentialsTOP DOWN (CENTRAL)MarketactivitiesSales controllingMonitor

8、ingInformationSource: Roland Berger & Partner, Competence Center Transportation, July 1997- 7 -MUC-0024-90097-01-31ePlanning patterns of many transportation companies show that they have seen the necessity for coordination between central and local organisations (1)Example 1: Turnover based planning

9、Budget/reforecastRevenueCost Macroeconomic data (economy, export-growth) Targeted shipment-growth Price development Pricing tools Market potential Customer potentialTarget turnoverContribution marginBest-case turnoverBase-case turnoverWorst-case turnoverAggregated sales potentialSales planComparison

10、 andcorrectionsEuropean HQNational Directorsales & marketingDistrict ManagerTop downBottom upSingle sales reps Based on previous years experience Weighted allocation to the individual months throughout the yearBenchmarkSource: Roland Berger & Partner, Competence Center Transportation, July 1997- 8 -

11、MUC-0024-90097-01-31ePlanning patterns of many transportation companies show that they have seen the necessity for coordination between central and local organisations (2)Top-downRequired planningGlobal SalesManagerRegional SalesManagerBusiness DevelopmentManagerCEO strategic mgmt.Cargo ManagerActua

12、l situationglobal industry forecastsMarket partners portfolioContribution margin+ShippersBrokersCorp.ForwardersService portfolioService1+Service2Service3ServicenBottom-upTarget turnover per regionFeasible turnover per regionMarket potential Customer potentialper regionGripSource: Roland Berger & Par

13、tner, Competence Center Transportation, July 1997Benchmark- 9 -MUC-0024-90097-01-31eA.2 What is wrong with sales controlling today?- 10 -MUC-0024-90097-01-31eSource: Roland Berger & Partner, Competence Center Transportation, July 1997The companies focus on the wrong objectives and data when planning

14、 salesOrientation to demand of past yearsMarket demand for trans-portation(O&D structure/services offered)year 1year 2year 3Uplift data of past years as forecast basisMarketdemandUpliftdataSales planning driven only by capacityCapacityUtilisa-tionSalesplanTarget of sales controlling is a high utilis

15、ation-rate of transport capacities and not an optimum market exploitationForecasting is based on internal uplift/transportation data and not on information on the total marketPlanning is based on sales activities data from the past that are no longer valid- 11 -MUC-0024-90097-01-31eSource: Roland Be

16、rger & Partner, Competence Center Transportation, July 1997Market information is lackingCustomer visits have sales contracts as sole purpose. Little or no informa-tion exchange with market playersFragmented market-data from daily business (customer, freight volume, freight type, yield, O&D) are used

17、 mainly for accounting purposes. No systematic information systemMarket information used foraccounting purposes onlyInvoiceAccountingMarket/customerdatabasePlanning of businessactivitiesCustomer contact with purely sales focusSalescontractMarketinformation- 12 -MUC-0024-90097-01-31eRequired planning

18、Budget (top down)Budget (bottom up)Source: Roland Berger & Partner, Competence Center Transportation, July 1997 Target-profit (only in total) Target-cost (only in total) Target productivity Past-production data Capacity utilisation targets Turnover per region Cost per region Potential customers O&D

19、demand Service demandStrategic overall targetsShortcomings in sales planning and controlling systems often lead to a mismatch between market demand and services offered by transportation companies- 13 -MUC-0024-90097-01-31eDue to the time lag between strategic (long-term) plan and budget, the former

20、 often becomes obsoletePlanning processDec.Nov.Oct.Sep.Aug.JulyJuneMayAprilMarchFeb.Jan.Long-term planBudget Top down 3 years Fine tuning 1st year of long-term plan Consideration of local (bottom up) dataOften important changes in the local markets not taken into consideration early enoughk only ver

21、y rough, partially implausible adjustmentsSource: Roland Berger & Partner, Competence Center Transportation, July 1997Time lagBenchmark- 14 -MUC-0024-90097-01-31ePlanning processBudget targets are often communicated too late to be used as controlling parameters no revolving forecastsDec.Nov.Oct.Sep.

22、Aug.JulyJuneMayAprilMarchFeb.Jan.AprilMarchFeb.Jan.?Earliest date fordata-availability at the localsales organisationsTop down budgetRevenue planningCost planningDetermination oftransportation costPublica-tionCapacity allocationCompa-risionNo revolvingforecasts todocumentchangingparametersSource: Ro

23、land Berger & Partner, Competence Center Transportation, July 1997Benchmark- 15 -MUC-0024-90097-01-31eA.3 Why are controlling systems still so weak?- 16 -MUC-0024-90097-01-31eUnawareness of planning possibilities, unreasonable requirements and organisational obstacles are the reasons for inadequate

24、controlling systemsThe market is unpredictable: Widespread opinion that future turnover potentials cannot be forecastedSales controlling is of no use without calculation of product profitability: Controlling systems to be set up are expected to carry out tasks beyond the steering of the sales activi

25、ties, such as activity-based costing, and are rejected if they are not able toNo rewards given for correct planning according to market potentials: Local organisati-ons are tempted to report lower potentials in order to achieve an over fulfillment at the end of the yearSource: Roland Berger & Partne

26、r, Competence Center Transportation, July 1997- 17 -MUC-0024-90097-01-31eSource: Roland Berger & Partner, Competence Center Transportation, July 1997The market is thought to be unpredictable but it is not3 stages of prediction for planning100%75%50%25%0%Turnover1st month2nd month3rd monthTime-frame

27、for planninge.g. early-warning system based on macro-economic indicatorse.g. Information exchange and long-term sales agreementsSecured turnoverUsual turnoverUnpredictable turnoverresidual businessregular business;without pre-bookingcontracts, existing bookingsPossibilities forincreasing predictabi-

28、lity of future turnoverExample- 18 -MUC-0024-90097-01-31eSource: Roland Berger & Partner, Competence Center Transportation, July 1997Available information and resources determine the type of forecast used to predict the marketThree types of short-term planning / forecast Data from previous years are

29、 projec-ted to the end of the year providing a forecast of the sales performanceProjections Accurate if based on experience of several years and If business development over the year is similar each yeartbudgetactualforecastTrend-statements Statement on up- or downward trend based on actual data.Rou

30、gh estimation on achieving of sales targets Only overall statement Low degree of accuracy Applicable when no adequate market data availabletbudgetactualtrend Similar procedure to budget deter-mination (focused on bottom-up potential estimation) based on major changes in business environ-mentShort-te

31、rm budget/forecast Most accurate method, but also time consumingtTargetsTargetsTargetsPotentials Potentials Potentials- 19 -MUC-0024-90097-01-31eActivity-based costing exceeds the scope of any sales controlling systemDeve-lop-ment(1)Hand-ling(2)Trans-port(3)Sto-rage(4)12341234PlanActualYieldCostCont

32、ributionActivity-based costing Starts from the individual service and transaction Exact pre- and post-calculation of cost Relevant for product and service development and monitoring (exact data on service profitability) Lower relevance for sales controlling too complex main cost block (handling; OPS

33、) beyond the influence range of sales organisationSales controlling Starting from a mix of individual services and their potential, average revenue targets are defined Relevant for controlling activities average rates and cost reduced complexity Not relevant for monitoring individual products aggreg

34、ation too high no individual profitability informationRevenueTonnagebudgetactualgapSource: Roland Berger & Partner, Competence Center Transportation, July 1997Price/ratetttExample- 20 -MUC-0024-90097-01-31eTodays reward systems often motivate local sales organisations to plan too conservativelySourc

35、e: Roland Berger & Partner, Competence Center Transportation, July 1997Local sales organisations are assessed by the extent to which they fulfill their budget targets, not by the budget volume as suchBudget over-fulfillment results in over proportional rewards for the local organisationLocal organis

36、ations are tempted to report market potentials that are too low so that they can achieve an over-performance at the end of the yearkkkkThe real market potentials remain unknown to the headquarters- 21 -MUC-0024-90097-01-31eA.4 What should sales controlling be able to do?- 22 -MUC-0024-90097-01-31eSh

37、ort-term planning should be the continuation of the strategy and the basis for an adequate reward system that efficiently uses all available information (1)Short-term sales controlling should be based upon a longer-term planning procedure that links and matches strategic targets to market potentials

38、. Breaking down of overall targets must be accompanied by auxiliary parameters and tools (e. g. inter-company business guidelines, pricing, customer segmentation and evaluation, service range, costing)Only matters which are within the influence range of the sales organisation should be controlled. A

39、t the same time profitability must be secured. Controlling should be based on few, clear targets. Turnover backed by systems for securing profitability as assessment criterion fulfills more characteristics of an adequate target for the sales organisation. Profit contribution should be used to the ex

40、tent that it can be sufficiently influenced. Efficient systems for securing profitability can be: separate planning of volumes and yields fixed prices contract profitability as secondary targetAn adequate reward system must be set up to secure pricing discipline and prevent cannibalism among local o

41、rganisations Source: Roland Berger & Partner, Competence Center Transportation, July 1997- 23 -MUC-0024-90097-01-31eShort-term planning should be the continuation of the strategy and the basis for an adequate reward system that efficiently uses all available information (2)A comprehensive market and

42、 customer data base must be developedshort-term updateuse of all possible information servicesglobal on-line connectionShort-term planning should use all available information binding at the same time as few resources as possibleSource: Roland Berger & Partner, Competence Center Transportation, July

43、 1997- 24 -MUC-0024-90097-01-31eSubjects to controlling should be within the influence range of the sales organization. At the same time profitability must be securedRequired planning Turnover Market share Growth No of transactions Average transaction valueProfitability is secured by Separate planni

44、ng of volume and yield Centrally fixed prices Monitoring of contract profitability Overall cost budgets and local budget restrictionsAuxiliary systems Customer evaluation system based on key industry data Market and service segmentation Service package to agents Activity based costingFigures within

45、the influence of sales :Source: Roland Berger & Partner, Competence Center Transportation, July 1997Benchmark- 25 -MUC-0024-90097-01-31eA comprehensive Management Information System provides the necessary data for planning and controllingSystem profit boardbusiness systemsmonthly1 yearSalesCustomers

46、erviceOPSSystem profit managementNo shows3 yearsBusinessintelligenceContract databaseCustomerdata baseNo salesCompetitive offersReutersBoeingstudyMGI sales, customer service and operations are separately planned and coordinated 3 different plans with different time frames and degree of detailSource:

47、 Roland Berger & Partner, Competence Center Transportation, July 1997Benchmark- 26 -MUC-0024-90097-01-31eB. How can sales controlling become a powerful management tool?- 27 -MUC-0024-90097-01-31eThe goal is to define the subject matter, intervals and organisational procedures for the (short-term) co

48、ntrolling of sales activitiesFixed intervals and range forplanning and reporting Budget Report (actual) Forecast PlanTime RangeJQ IFMAMJJASQ IIQ IIIexampledate ofreport- report on previous month- detailed forecast for the following three months- overall forecast for the three months afterwardsStanda

49、rdised planning andreporting formsRemarksRatiosTotal CustomersTotal O&Ds O&D 2O&D 1Customer 1Customer 2PlanActualForecastAnchoring of planning processin the organizationglobal/local target definition and steeringreporting linesmethodical/technical supportSalesPoint 1Sub-region 1Region 1Region 2Plann

50、ingCentralSales Dept.PlanningSub-region 2SalesPoint 2SalesPoint 3ExampleSource: Roland Berger & Partner, Competence Center Transportation, July 1997- 28 -MUC-0024-90097-01-31eThe sales controlling system should focus on the customers, their O&Ds and their Service demandImportant market factors Custo