SCR New: (201 SLIDES) Corporate Strategy Refresh for Large Industrial Group (Executive Update 3)
We have just released the third executive update for the Corporate Strategy Refresh for Large Industrial Group in the Strategy Control Room, Advanced Level, for a total of 201 SLIDES.
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The Corporate Strategy Refresh for Large Industrial Group consists of 4 Executive Steering group presentations. For the third update, we are covering such areas as:
Further findings by the streams
Value Chain
Sales and Channel
salesforce
channel
product
Quick Wins
Benefits case
What the next 2 weeks look like
Here are more details on what is covered:
- How the value chain needs to move from a reactive/functional orientation to an integrated/business orientation, with procurement becoming substantially more integrated into the business as a whole
- Key findings of the supplier survey
- A systematic process to implement the material strategy
- Percentage of inventory with 3 months or greater stock cover
- Bringing stock levels in line with world-class standards
- The identified benefits in the value chain and associated dollar value
- Progression of analyses from understanding market trends and customer needs to the required service offering
- A need for revised segmentation
- A new segmentation model developed based on customer needs
- Serving channels better by reorganizing the sales force and building customer relationships
- Inconsistencies identified across BU's in terms of average sales rep revenues and the number of customer accounts
- The channels to market proposed by the revised straw model segmentation
- Key opportunities to enhance the performance of the sales organization
- Boosting sales performance and sales motivation
- What is causing lost sales
- What can help in winning new business
- A revised channel structure to reduce the existing sales force
- Top opportunities to deliver benefits
- Benefits that can be realized through the profitability model
- What the new profitability/pricing model will look like
- The profitability analysis which shows that a large number of products are destroying value
- Two price levels assumed in developing the potential benefits
- A matrix developed to assess and calculate market potential
- Key focus areas for product strategy
- Erosion of competitive strength by new technologies
- Outlining the major short-term strategic objectives
- Product evaluation logic
- Launching the Intermediate material stock
- Significant opportunity in debtor days by changing the current policy
- Writing off of millions dollars of stock
- Specific quantifiable opportunities based on the diagnostics and analyses
- Evaluating opportunity charts
- Non-financial benefits identified by the team
- Issues outside our scope that will need to be addressed
- A simple segmentation framework to manage our channels to market better
- Missing out on attractive segments because they don't have competitive strengths
- Elements that guided the final engagement design
- Key themes that emerged from the analysis
- Potential Quick Wins identified after the stream's analysis
- Initiatives that are being investigated on the basis of significant opportunities
- Two areas identified where customers see a great need for improvement
- 3 reasons indicated as the primary reasons for poor BU performance
- What attributes each type of customer is focused on
- Planning a cost allocation across product groups to get a better understanding of product profitability
- Problem areas identified after mapping the sales order, planning, and procurement processes
- Percentage of raw materials responsible for 80% of the total raw material cost
- Categorizing materials in terms of cost and criticality to drive strategic material management
- Identified areas of procurement spending in order to focus on the high-impact areas
- The main reasons for changes in the production plan
- Cycle time from identification of customer needs to delivery of goods
- Issues that have emerged downstream
- Two key areas that need to be addressed in the value chain
- Fast-tracking the implementation of opportunities in procurement as a matter of urgency
- The intangible benefits
- The growth of the cost base versus revenue and what was the main driver
- Where the majority of costs are incurred
- Comparing RONA
- Key areas to focus on as part of the Business Improvement Process initiative
- Comparing to industry benchmarks on inventories and accounts receivable
- A possible benefit scenario to achieve 18% RONA
- Communication activities that have taken place since the engagement was launched
- Which external stakeholders are suggested to be included in the communication activities
- Themes to focus on in the next EU meeting
- Clear business issues and associated strategies for each material category
- Cost reduction opportunities the team has been devoting attention to
- Revenue impact simulation
- Issues with the existing sales process
- Looking at various sources for possible initiatives
- Different criteria used when segmenting the distribution channel
- Finished goods stock versus the sales of the products
- What forms the greatest % of customer rejects
- Customers that provide more than 50% of revenue and the issue in serving those customers
HOW TO FIND THE CORPORATE STRATEGY REFRESH FOR LARGE INDUSTRIAL GROUP (201 SLIDES):
1. Log in to The Strategy Control Room, Advanced Level, membership area.
2. See the "FULL ENGAGEMENTS" dropdown.
3. Select "Corporate Strategy Refresh for Large Industrial Group (201 SLIDES)."
4. The Corporate Strategy Refresh for Large Industrial Group consists of 10 parts for Executive Steering Group Presentation 3.
If you are The Strategy Control Room, Advanced Level, member, here is the direct link to these particular updates (201 SLIDES).
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