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Vision de la gestion integrada. caso de empresa multinacional en el mercado de la salud odontologicaTRANSCRIPT
STRENGTHEN SALES PLANNING & COMMERCIAL STRATEGIES.
A MANAGEMENT FRAMEWORK.
LATAM SALES & DISTRIBUTION CHAIN.
(For Medical & Healthcare Industries)
Osvaldo Quiroz LeytonIngeniero Comercial. Lic.Cs.EconomicasMaster of Business Administration
email: [email protected] // [email protected]
TOPICS:
First section.
1. Highlighting Business Management.
Second section.
2. Putting Business Management in Action
Sometimes Companies face the Iceberg dilemma:Sometimes Companies face the Iceberg dilemma:“Core problems are hidden under the organizational “Core problems are hidden under the organizational
surface surface ”.”.
STRATEGY AND PERFORMANCE EVALUATIONSTRATEGY AND PERFORMANCE EVALUATION
…”…” the path to disminish the operational and market risksthe path to disminish the operational and market risks…”…”
1) First section.
Highlighting Business Management
Key Drivers Developing Strategy:
1. Corporate Human Resources.
2. Leadership, Innovation and Management
Capabilities.
3. Management System, and efficient use of
Technology.
4. Financial Planning and Corporate
Performance Evaluation
Thus,…..Better Results at any company are derived from 5
basic elements..:
1) Human Resources (key driver)
2) Cash Flow Management supports Growth
4) Leadership Culture /
Values & Ethics.
5) Corporate Synergies
=> 2 +2 = 5
3) Optimal IT usability
1. Emptiness or lack of corporate Strategy Mindset.
2. Poor, lack of useful communication among the corporate teams, executives of the company.
3. Activities are not being evaluated, lack of systematic tracking.
“..Barriers that limit the firm success..”
Why is it important to do Strategy (I)1. Addressing the sense of Direction.
Planning secure coordinated efforts.
Sharing the vision. Staff knows where the company goes,
settle commitment and value the incentives to accomplish goals.
2. Strategy diminish the uncertainty.
…so, corporate teams take into account unexpected changes, weigh up impacts and develop coordinate
answers..
Why is it important to do Strategy (II)
Why is it important to do Strategy (II)
3. Minimize losses and avoid double work.
We deploy management skills to detect failures on-time
4. Setting dashboards, indicators for Management
Performance purpose.
Without planning, control management is not affordable.
Evaluating management performance let us foresee
issues, and take corrective actions.
INTEGRATIVE MANAGEMENT.
A basic framework to balance
Management Functions in the
Company
Finance.• Return over
Educational activities (NPV)
• Profits.• Income.• Cash Flow (VPN)
Business IntelligenceBusiness Intelligence
�� Competitors Competitors
analysisanalysis
�� Benchmarking.Benchmarking.
�� Relational Relational
MarketingMarketing
Operations • Purchasing• IT• HR and
Leadership.• Logistics
Objetives
Indicators
Activites(m
onth)
Objetives
Indicators
Activities (moths)Customers
• Courses, • Portfolio of
Services & Products.
• ABC. Customer efficiencies
Integral
Management
System
Objectives
Indicators
Activities (mes)
Objetives
Indicators
Activities (mes)
Follow the steps to manage strategically Follow the steps to manage strategically and succeeds…and succeeds…
1) Targeting Customers
needs (Doctors , Patients)
2) Translating those needs into strategic actions
3) Efficient Execution3) Efficient Execution
6) Finally we integrate :
- Cash Flow and budgeting activities.
- Allocate internal resources wisely.
- Manage the company efficiently.
5) We improve financial & 5) We improve financial & commercial performancecommercial performance
4) Follow-up, Tracking, evaluating commercial activities
Therefore, a better organization Therefore, a better organization manages Key Organizational Drivers manages Key Organizational Drivers
Organization Excellence
Improving & Learning
Flexible Structure
Creative Human ResourceManagement
Egalitarian Internal Climate
Technology Smart Support
Customer Oriented
Innovation at work
Adaptable to changes
Strategic tool
Create strong teams
Settle company’s growth
Listen the voice
1.1. Set clear and measurable objectives.Set clear and measurable objectives.
2.2. Identify alternative actions over the time.Identify alternative actions over the time.
3.3. Build Organization of Excellence. Build Organization of Excellence.
4. Strategy means …..
Keeping competitiveness through Leadership, Quality and
Effective Service.
Summarizing this message toward Summarizing this message toward building Strategy :building Strategy :
2th section.2th section.Putting Business Management in Putting Business Management in
Action.Action.
1. The Salesman Mindset
2. Product Portfolio Management
3. Customer Focus
4. Pricing
The Salesman Mindset
Selling with powerful ideas
“…“…A product is expensive when its price is A product is expensive when its price is
higher than its value...higher than its value...””
� Be PROACTIVE:
� Goes one step ahead the customer, deploy helpful initiative.
� Be OPTIMIST:
� Always believes can do better this or the next visit.
� Be SELF-CONFIDENT:
� Strongly beliefs, he/she provides the best products.
� Increase KNOWLEDGE:
� Knows the products and its competitors.
� Be POSITIVE:
� Shows assertiveness, never losing attitudes.
“…“… Attitudes to construct the path for Attitudes to construct the path for selling effectively selling effectively ....””
Pitfalls to avoid in the selling activity:
• Selling without first training on “the System/Solutions”.
• Assuming client understands the philosophy and its
benefits.
1. Clients must be taken through the entire “adoption process of the System”.
2. Clients have to be driven in educational programs, courses and workshops to let us evaluate further improvements (Post -Selling).
3. We take into account commercial risks, because, a Client who buys products without enough education, could misuse the system, this could be a risky investment.
4. Exercise Permanent Customer retention.
Therefore:
So,…….More than products , we sell:So,…….More than products , we sell:
2. Innovative System2. Innovative System
Summary : Leading with Creative IdeasSummary : Leading with Creative Ideas
1. Higher Quality in Product 1. Higher Quality in Product TechnologyTechnology
VectorTAS-Intelligent DesignVectorTASVectorTAS--Intelligent DesignIntelligent Design
Product Portfolio ManagementProduct Portfolio Management
Why do we need to build product portfolios?: Because we need to improve the Pareto Sales
Distribution
20% Products80% of Income($)
Product Sales (units) Sales Income ($)
EXPLAIN…
Growing Sales profits our Commercial Operations!!!Growing Sales profits our Commercial Operations!!!
Product Portfolio Logic.
1. We diversify commercial risk.
2. We complement selling activity
……Offsetting the Pareto LawOffsetting the Pareto Law
Bundling Products:
Means, we always tide products as a integrative system:
1. Core products.
2. Complements
•Regional Workshops / courses / Monthly
Meetings / Educational Workflows.
3. Strongly specialized Educational Supply
..“Optimizing a diversified Product Portfolio, is p ossible to ..“Optimizing a diversified Product Portfolio, is p ossible to cover a wider Demand and get Profits from different cover a wider Demand and get Profits from different
source of Sales “..source of Sales “..
MxMx
ORTHOS
MINI 2010
1,000
10
PricePrice
QuantityQuantity15500
ICE
MINI X
OTHERS
500
100
“…“… When managing the complete Supply curve, it is When managing the complete Supply curve, it is
advisable to follow Economics Selling Logic according to advisable to follow Economics Selling Logic according to
Technological Learning curve..Technological Learning curve..””
VECTORVECTOR
So, What do we sell? :
1. Products & Systems as a highly technology development.
2. Cost-Effective, Efficient & High Quality solutions.
3. Integral packages of Product and Services: The product & System and Systematic Educational activities for Customers
4. Long-Term profitable solutions.
5. Regarding the global economic environment, wider competitive labor market, we provide solutions that increase the labor productivity (TIME IS MONEY).
CUSTOMER FOCUS.
Appraisal methods to evaluate
Commercial Events and Educational
Activities
Identify and Segment CUSTOMERS:
1. System Adopters
2. Irregulars or Dabbler Users.
3. Rejecters
4. Conservative or Later Adopters
Distinguish System Adopters among:
Beginners
Medium Level Users
Advanced Users.
Measure the Market and Demand.Measure the Market and Demand.
Measure and Segment the Market
Quantity of Clients
Quantity of Dealers
Sales Forecast
Income = f [ Doc demand (Customer (demand) ]Income = f [ Doc demand (Customer (demand) ]
This is a Derived Demand. Sales depends of the This is a Derived Demand. Sales depends of the
customer located at the end of distribution channel.customer located at the end of distribution channel.
Customer segment.Placing marketing ideas.
MACRO VARIABLES� TARGETING LIFE CYCLE
Dr. Gjerset says. "As teeth and jaws come into alignment, self-
esteem increases too. Patients can look forward to a lifetime of
improved dental health."
“Today more adults are having orthodontic treatment because of
greater awareness of the health benefits of a proper bite and the
increased self-esteem that comes with an attractive smile. Given
today's technological advances and the affordability of
treatment, patients of all ages are improving their smiles.“
..While orthodontic treatment can be successful at almost any
age, early detection of orthodontic problems may prevent
complications in the long run. Early guidance of jaw growth, in
some cases, may decrease a patient's need for more involved
procedures later on. ..
Selling and the Multiplicative Effect:
Doc-Champion
Customer A B C
1. Reinforce Loyalties and Network of Customers.
2. Strength permanent Practice supported by mentoring and Regional Champions.
3. Build the Study Club jointly with practice.
4. “Learning by doing” policy let the company create loyal links with clients who support the market share growth. (products and commercial system).
5. Friendship. Relationship among dealers supported by the company representatives creates lastly links.
Transmission of Knowledge
Selling and the Multiplicative Effect:
Knowing: number of practitioners in the country :
• Sizing # customers at marketplace.
• Forecasting annual target : (4-5%?)
ACTIONS :
1. RETENTION
2. CONVERTION
3. MOTIVATION
Identify segments:
1. Clients using core products:
2. Clients buying other products:
3. Clients buying products and services
from competitors:
Q: What it would be the impact of Event’s Investments over Financial Cash Flows ?
A: Managing an Appraisal Model of Events, Clinical Courses and Workshops
Monthly Event Calendar
Keeping Database of Doctors Keeping Database of Doctors
attending Eventsattending Events
Budget-Event
Expenses
Systematic Tracking of Doctor’s
participation
Event’s Return Over Investment
Scheduling Local Events
December
November
October
September
Agost
July
June
May
April
March
Febreary
January
Week 4Week 3Week 2Week 1
Monthly Calendar 2008
When Scheduling Events, Courses : …Do not forget to segment doctors under its learning curve, past experience and knowledge.
User Profiles.
1. Adopters
2. Irregulars or Dabbler Users.
3. Rejecters
4. Conservative or Later Adopters
RELATIONAL MARKETING.CUSTOMER-ORIENTED
CUSTOMER
Retention
Profitability
References
Re-activation
Recover
Relationship
Keep purchasing records. Track monthly the
sales by doctor. Also track the courses and
improvements at doctor practice.
It is less difficult to place more orders and
different products to current doctors
Improve profits regarding the product mix,
sales frequency.
We need to make customer cost-effective and
profitable at long-run
Viral Marketing. If we overpass customer expectation, it
comes epidemics. Other customers adopt our ideas and
products. (This is a positive virus)
Bringing back past costumers, could be
less difficult to bring back the company.
We know each other. We can offer
something different (services, etc)
Former Costumers. Lower customer
research Cost. Customer had already
bought. Put other products.
Customer Data-warehouse: measuring
monthly consumption, products mix. Statistic
of participation in Event, courses.
Managing a Database of Doctors at Events, Courses or any Educational
Service
.
Dr.N
.
.
Dr.G
.
Dr.C
Dr.B
Dr.A
AbrilMarzoFebreroEnero
Calendario de Eventos 2008
Budgeting- Events
TOTAL EVENT COSTS
OTHERO MATERIALS
OFFICE MATERIALS
TRANSPORT
MEALS
REPRESENTATION EXPENSES:
INSTRUMENTS
BRACKETS
INPUTS:
TICKET AIRLINE
HONORARIES
INT’L
EVENT
NACIONAL EVENT
COURSEWORKSHOP
COSTS (US$)
Calculating Return over Investment by Event
50%
8,500
17,000
Total
50%50%50%50%MontlyOperational Margin
5,00020001000500Costs
10,0004,0002,0001,000Sales (Docs)
Q4Q3Q2Q1
Quarterly Performance Evaluation
EVENT SCHEDULE (Coordination Table)
Domestic y Regional
Nov
Peru
Dic
Oct
Sep
Ago
Jul
Jun
May
Abr
Mar
Feb
Ene
VenezuelaUruguayEcuadorChileColombiaBoliviaBrazilArgentina2008
PricingPricing
1. Brand Positioning.
2. Market Share.
3. Return over Commercial & Sales
Operations.
We have to analyze impacts expected from
the Pricing Policy which explains financial
outcomes..
Basics to analyze price settings are:
Do both model get the same outcomes?
(1) Income = P xQ =
10($) x 1,000 = $10,000
(2) Income =P x Q =
1,000($) x 10 = $10,000
Low Price ModelHigh Price Model
Targeting Different Markets :
1. High Price Model meets the needs of customer
segment which looks for Quality. Differentiable
Products.
2. Lower Price Model meets the needs of customer
segment which looks for Price more than Quality.
Commodities, Homogeneous Products.
No!No!Return over Return over
COMMERCIAL & SALES COMMERCIAL & SALES
OPERATIONS!!OPERATIONS!!
..Remembering any corporate financial structure :
The financial corporate goal is to Maximize the earning equation:
We look to get the optimum combination of price and quantity under financial restrictions, the Fixed and Variable Costs.
Max Π = PQ – CV – CF.
Not an easy dynamic solution:ϕΠ = ϕϕϕϕPQ – ϕϕϕϕCV – ϕϕϕϕCF.
Come Back to Strategy again…
Analyze the mix of Expenses, specially the items th at let you generate new Income, some of them are Variable Costs :Variable Costs :
1. Working Capital Flows
2. HR costs (it could be our best investment)
3. Education and Workshops. We could see those items as a dynamic investments over the time; If we have a Management System to evaluate them as Return over Investment parameters.
Do not Stress if….!!!
and what is happening with other and what is happening with other Economic costs?Economic costs?
Do planning to: Do planning to:
• Investment in Capacity for growing.
• Operational Risks…Watch out!!
International Pricing Structure…,Why Discounts??....
CIF Price
Competitive Discounts %
International in-house Prices
(Duties, Tariffs, taxes)
Dealer Price
B2C- Customer Price
• Price discounts criteria look
to target potential Demand,
and to make room for further
increases at the market
share.
Economic Parameters affecting Pricing Policy.
Level and Variations of :
1. Rate Exchange : (∆ E)
2. Taxes, Duties, Tariffs : (∆ T)
3. Incoming productivity efficiencies : (∆ Q)
4. Market condition Changes : (∆ P)
5. Demand Price Elasticity ( How Customers respond against Price Changes ) : ∆% Q / ∆% P
Rate Exchange Variations : ( ∆ E)
If Rate Exchange Decrease : (-∆ E)
If Rate Exchange Increase (+∆ E)
There will be enough room to
take advantage when getting
new Inventory, because, Imports
are less expensive now:
We should leverage inventory to
prevent the skinny cows season!
Imports are more expensive now.
So, it makes more sense to deploy a
Management System to track
purchasing and market strategies!
Taxes, Duties, Tariffs : ( ∆ T)
Well, you and every importer face Taxes as
Inevitable Costs!.
So, Tracking internal Demand, Programming
Purchase let us work for gaining more inventory
efficiencies.
Incoming productivity efficiencies : ( ∆ Q)
Company.
Productive improvements
transmitted to Customers.
High Quality Manufactured
Products.
Highly Management support
Distributors.
Improvements supported by
the Management System
Dealers Strategic-Oriented
Dealers Customer-focused
Market condition Changes : ( ∆ P)
If we compete by Price, add more services.
Advisable to keep a diversified offer;
Wider spectrum in product portfolio which mix different quality products and prices.
In we compete by Differentiated Products, strengthen branding efforts.
Keep the message to customers, we hold the best quality. “cheap is expensive”.
Focus the sales effort in Relational Marketing.
Price Demand Elasticity :
∆% Q / ∆% P.
(Sensibility against price changes )
Inelastic Demand.
Price Variations relatively do not change the consumption rates:
Specialized products.
No closer substitutes
Elastic Demand.
Price Variations relatively change consumption rates:
Homogeneous products.
Commodities
closer substitutes.
Concluding……
So if we manage strategically our Firms:
… We build and let competitive
Advantages last..Differentiable FactorsDifferentiable Factors
Sustainable over the timeSustainable over the time
Must be keptMust be kept
MarketMarket
Resources to compete:
1. Human Capital (our people, customers).
Creating a competitive advantage.
2. Leadership, Innovation y Management
capabilities.
3. Inventory Management and Cash Flow.
4. Investment to support corporate growth.
Competitors are on the Competitors are on the
same hunting toosame hunting too
Making room to compete and Making room to compete and
increase market share.increase market share.
Current
Demand (+)
Potential Demand
(e)
“ Focusing on the Economic and Organizational Dynamics “
Strengthen Distributors Management System ……..Means: WIN-WIN
DISTRIBUTORS/DEALERS
..Your Growth.. Means
earnings & profits….
.. Then, If you get returns,
all of us win.
..If you Grow… We Grow..
HEADQUARTERS
Actions to improve Management System:
1. Education
2. Commercial Strategy
Then, two core focus of corporate management:
Education.
1. Boosting and strengthen Education to attract more adopters.
2. Improving coordination at educational activities in the Region.
3. Planning events, courses, workshops, practices with System .
4. Better coordination of customers, Insiders in the territory.
5. Creating value added to bring into more Adopters.
Commercial Strategy.
1. Building Management System with Dealers.
2. Pricing Policy regarding Potential Demand, Growth and Market Share.
3. Get a Visible presence of regional Manager, more than emails, being in the Business Battlefield.
Reinforcing Ideas:a) Protect our current accomplishments, but do not forget there are
more doctors in the marketplace.
• Increasing physical and valuable sales.
• Strengthen sales regarding current Doctors as customers, so , expand quantity of products in the same customer.
• Add more Damon Adopters.
b) Monitor if current customers are improving their practice.
• More patients means better practice, reputation, return over investment, more sales. (cause-effects)
c) Strengthen Distributor Management Capabilities
• Building-up the competitive Advantage.
• We need to think strategically; Improve management and produce effective coordination.
Finally:…
1. We Set procedures and formalizations to follow-up Commercial Performance in the Region. The What’s, How’s and When’s.
2. We manage business under a formal Regional Management Network.
3. We Gain “coordination” regarding the Regional events.
4. Strengthen clinical courses, training, participation of more doctors at every regional event
5. The Pricing Policy (Discounts) follows Growth, Market Share criteria.
PLANNING / ORGANIZATIONAL OBJECTIVES/ ALSO FINANCIAL GOALS
Email: [email protected]// [email protected]
Osvaldo Quiroz Osvaldo Quiroz LeytonLeyton.MBA. Eng. Business & Economics. MBA. Eng. Business & Economics.
THANK YOU!