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03 March 2018
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• Loader cranes
• Founded in Sweden in 1944
• Joined the group in 1985
• Key applications: delivery of building materials, industrial products, digging
• Forestry and recycling cranes
• Founded in Sweden in 1833
• Joined the group in 1978
• Key applications: forestry logging, heavy recycling
• Forestry cranes
• Founded in Finland in 1966
• Joined the group in 1988
• Key applications: forestry logging
• Truck mounted forklifts
• Founded in Ireland in 1945
• Joined the group in 2000
• Key applications: delivery of goods in a variety of industries including building, gas, agriculture, recycling and beverage
• Hooklifts and skiploaders
• Founded inFinland in 1949
• Joined the group in 1977
• Key applications: waste, recycling, construction, rescue, defence
• Tail lifts
• Founded in the UK in 1987
• Joined the group in 2008
• Key applications: local urban deliveries
• Tail lifts
• Founded in the USA in 1954
• Joined the group in 2000
• Key applications: local urban deliveries
• Tail lifts
• Founded in Sweden in the 1940s
• Joined the group in 2000
• Key applications: local urban deliveries
STRONG BRANDS ANSWERING CUSTOMER NEEDS
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CUSTOMER SOLUTIONS
BUILDING MATERIALS
SPECIAL LOGISTICS
FIRE & RESCUE
AGRICULTURE
LANDSCAPING
GLOBAL PRESENCE
Hiab Sales & Services
network serving
> 100 markets globally
CUSTOM SOLUTIONS
MarineRail Wind
DIVERSE CUSTOMERS
Single Truck Owner Intl. Fleet Company
SOLUTIONS PROVIDER
Load handling equipment
Intelligent services
Connected solutions
CONSTRUCTION
WASTE MANAGEMENT
FORESTRY
DELIVERY LOGISTICS
RECYCLING
DEFENCE
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PROVIDING SOLUTIONS
CREATING CUSTOMER
VALUE
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A NEW CHAPTER
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A GLOBAL MANUFACTURING COMPANY
Whitney, UKDEL tail lifts
Dundalk, Ireland
MOFFETT truck
mounted forklifts
Bispgården, SwedenZEPRO tail lifts
Hudiksvall, SwedenTest and Innovation Center
Raisio, FinlandMULTILIFT demountables
Stargard, Poland
HIAB loader cranes,
JONSERED and LOGLIFT
forestry cranes
Zaragoza, SpainHIAB loader cranes
Tallmadge, USAWALTCO tail lifts
Chungbuk, South KoreaHIAB loader cranes
TaiAn, China
HIAB loader cranes
(joint venture with Sinotruk)
Shanghai, ChinaMULTILIFT demountables
Malmö, SwedenHiab, Head Office
Helsinki, FinlandCargotec, Head Office
Metz, France
Regional Parts
Distribution Centre
Indianapolis, USA
Regional Parts
Distribution Centre
Sales & ServicesSales, service and
distribution network in
more than 100 countries
Multi-assembly units (MAUs) and R&D centres
Head Offices
Regional parts
distribution centre
Santo Antonio da Patrulha, BrazilArgos loader cranes manufacturing site
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2016 2017 2018201520142013
GKA
• Acceptance and Growth
• Continuous movement from vendor
to partner.
• Focus on customer centricity
• Strong focus on aftersales support
KA
• Presentation & Implementation
• Regional acceptance
• Identify possible KA Customers
GKA
• Growth & Customer
Loyalty
• Collaboration with
market areas
• Moving away from being
an equipment supplier to
a solution provider
GKA
• Increase Profitability
• Grow GKA portfolio
• CRM Introduction & Training
• KA Management Training
• Secure long term agreements
GKA
• Promote KA Strategy
• Framework Agreements
• Deliver Results
• Build on Customer
Relationships
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A GLOBAL COMPANYWHERE TO PLAY
1ST
EMEA
2ND
AMER
3RD
APAC
4TH
LATAM
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THE EARLY CHALLENGES
ACCEPTANCE AT ALL LEVELS
MANAGEMENT WITHOUT AUTHORITY (Learn to lead with influence rather than positional power)
SHORTAGE OF AVAILABLE TALLENT (Identifying the farmers rather than the hunters)
HIGH TURNOVER OF STAFF (CLIENT) (Buyers the new gatekeepers)
CUSTOMER INTELLIGENCE ( Producing insight into customers that is both smart and useful)
WHERE TO PLAY ( maximizing the lifetime value of your most strategically important customers)
LONG TERM INVESTMENT ( finance, resources and time)
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BUILDING OUR GKA TEAM
LEADERSHIP
PRESENCE
MATCHING
COMMUNICATION
BUSINESS ACUMEN
RELATIONSHIP SAVEY
RESULTS ORIONTATED
AN APPITITE FOR LEARNING 10
The Key Attribute's we look for………
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WHAT IS OUR PERFECT……..
GKA Account Manager
KNOWLEDGE COMMUNICATION ORGANISATION
Product Knowledge
Industry Knowledge
Business Knowledge
Consistent &
Transparent
(Phone, Email, & In
Person)
Efficient & Effective
Listening
People Person
(Networking)
Can Communicate
With Introverts &
Extroverts
Ability To Wear
Different Hats
Multi-tasking
Thrive In High-
Pressure, Fast-
Paced Environment
VALUE TO
COMPANY
VALUE TO
CUSTOMER
POSITIVE
RESULTS
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HIAB GKA MANAGERS - MANDATE
EMPOWERMENT
SENIOR MANAGEMENT SUPPORT
FIND AND DELIVER THE COMPETATIVE ADVANTAGE
IDENTIFY THE CORRECT STRATERGY FOR THE CUSTOMER
SILO BUSTING WITHIN THE HIAB ORGANISATION
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WHAT KEEPS OUR GKA MANAGERS
AT THE TOP OF THEIR GAME?
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GKA MANAGEMENT / TEAM AND PARTICIPANTS
Sales support
Marketing
Business development
Technical Service
Project-manager
Logistics / IT
Market Area Heads
Top Management
Order processing
Finance
Product Line
Market Key Account Manager
Hiab KEY ACCOUNT team involved in the KAM-organization
Legal Services
Core Team25-35% of working time for key customers
“One message to the customer“▪ Team player, controlling the network▪ Communication with departments
Extended TeamProject-related work for customer
Internal PartnersConsistent and complementary
Service Sales
Intellegence
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GLOBAL KEY ACCOUNT STRUCTUREVice President - Sales & Services
Director – International Key Accounts
Market AreaKey Account Managers
BL Support Team Exec Support Team
Northern Europe
BeNeLux
UK & Ireland
DACH
Poland & E .Europe
Mediterranean
Africa & Middle East
APAC
AMER
LATAM
LCS
FCS
DEM
TMF
TLS
SER
Finance
Legal
Marketing
DIG
PARTS
HR
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A GLOBAL COMPANY
GKA Communication
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WITH GLOBAL KEY ACCOUNTS
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CUSTOMER CENTRICITY
Customer focused leadership
Understanding our customers
Design the experience
Empower the front line
Metrics that matter
Feedback, drive continuous improvement
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HIAB GKA MANAGEMENT / 4-STAGE MODEL
From simple customer-supplier to customer-partner, solution provider.
Partner „Value Selling“
Exchangeable supplier Product Sales
Stage 1
Stage 2
Stage 3
Stage 4
4 stages of selling
PRODUCT(Focus on features, what differentiates you from your competitors)
SERVICE(Installation, maintenance, training, guarantees)
"Internal" problem-solving, being Customer Centric
(Improve operating procedures / solve problems of customers)
Strengthen competitive position of our customer
(Develop individual customer specific solutions)
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HIAB GLOBAL KEY ACCOUNT STRATEGY
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Develop
Transparency
Understand
Customer
Needs
Deliver
Customer
Expectations
Collect customer and market information & intelligence
Analyse past business history
Track sales and purchasing cycles
Customer requirements
Develop strategies to suit the business
Match competencies and resources to market situation
Make a plan
Appoint local account manager
Review regularly with all stake holders
Delivering a superior customer experience
The overall strategy can only be implemented with the support of all the stakeholders, product
line, market areas and services.
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KEY ACCOUNT MANAGEMENT / SALES VS.
CUSTOMER SHARESchematic categorization according to sales and customer categories
SALES / REVENUE SHARE NUMBER OF CUSTOMERS
Key Accounts
Major Accounts
Differentiation of KA(The top 20 are not static there is constant movement due to the nature of the business)
60%
30%
10%
20A
100B
500C
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Customer :- Account Manager :-
Key Partner Who are our Key
Partners?
Which Key Resources
are required?
Which Key Activities are
required?
MOTIVATIONS FOR
PARTNERSHIPS
Optimisation and economy
Reduction of risk and
uncertainty
Acquisition of particular
resources and activities from
a supplier.
Brand/ Status Awareness
Key ActivitiesWhat Key Activities
add value?
Our distribution
channels?
Customer Relations?
Service Network?
CATEGORIES
Production
Problem solving
Platform / network
Segmentation
Value PropositionWhat value do we deliver or
propose deliver to the
customer?
Which customer problems are
we solving?
What products and services
are we supplying to the
customer?
What are the customer needs
that we are satisfying?
CHARACTERISTICS
New Design
Performance
Design
Brand/Status
Price
Whole Life Costs
Service
Spare Parts
Environmental
Accessibility
Convenience / usability
Health & Safety Features
Customer RelationshipsWhat type of relationship do we have with this
customer?
How do we integrate in their other business areas?
What needs to be done to improve the relationship?
How costly will this be and can we get a return on
investment?
EXAMPLES
Personal Connections
Dedicated Personal assistance
Service Support
Cost StructureWhat are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
What is the best route to market with this customer?
Key ResourcesWhat Key resources do
our value propositions
require?
Our Distribution
channels? Customer
relationships? Revenue
channels?
TYPES OF RESOURCES
Physical
Intellectual (Brand/ Product
Customisation)
Human
Financial
Cost SegmentsFor whom are we
creating value?
Is this one of our
most important
customers?
Area
• Volume User
• Operational
Segment
• Multi-sided platform
• Value Added
Revenue StreamsFor what value is the customer willing to pay?
For what do they currently pay?
How are they currently paying?
How do they prefer to pay?
Which product line offers most value?
Channels & ProductsThrough what channels & products does our
customer wish to be reached?
How are we supplying them now?
How are the channels & product offerings integrated?
Which works best?
Which is the most cost effective.
CHANNEL & PRODUCT PHASES
1. Awareness how do we raise awareness of our products
and services.
2. Evaluation how do we help our customer evaluate or
organisation, Value Proposition.
3. Purchase how dose the customer currently purchase can
we add value through another financial area
4. Delivery how do we deliver a Value Proposition
5. After Sales how do we provide post purchase customer
support
ScoresHow does the
customer score?
Is this customer
manageable?
Business Model Canvas _
_
_
_
_ _ _
_
Date:-
Fixed Pricing
Fixed Prices
Product Feature Dependant
Customer segment
dependant
Dynamic Pricing
Negotiation (Bargaining)
Tenders
Other Offerings
Contract Hire
Volume Rebates
Sample Characteristics
Economies of scale
Economies of scope
Variable costs
Consolidated margins
ACCOUNT
PLANNING
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A GLOBAL COMPANYGKA MARKET REVENUE
47%
EMEA
34%
AMER
12%
APAC
7%
LATAM
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WHAT HAVE WE LEARNT TODATE ?
KEY ACCOUNT MANAGEMENT IS AN ART NOT A SCIENCE.
RELATIONSHIPS – PEOPLE BUY FROM PEOPLE.
LOOK FOR QUALITY NOT QUANTITY.
THE ABILITY TO ADAPT TO CHANGE.
BE PREPAIRED FOR THE JOURNEY.
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FUTURE CHALLENGES
EXCHANGE RATES.
REGULATION AND COMPLIANCE .
COMPETENCES, RECRUITING AND SECURING THE RIGHT TALENT.
BREXIT & US DEREGULATION.
CYBER SECURITY.
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BEFORE WE CLOSE
WHAT ARE THE DIFFERENCES BETWEEN A GLOBAL KEY
ACCOUNT MANAGER AND INTERNATIONAL KEY
ACCOUNT MANAGER?
SHOULD GKA MANAGERS BE RECRUTED INTERNALLY
OR EXTERNALLY?
HOW WOULD YOU DEVELOP A KEY ACCOUNT MANAGER
INTO A GLOBAL KEY ACCOUNT MANAGER?
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Questions for you!
THANK YOU
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