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CRM Case 1: Central Europe Market Strategy - Simulation situation

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All data and company are fictitious. Just for acedmic propose

All data and company are fictitious. Just for acedmic propose

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  • 1. TelTech Markets Central Europe LOGO D. Caroline D. Hélène D. Adriana D. Sophie D. Stefania L. Charlotte
  • 2. Agenda 1 Introduction – Industry overview 2 Key Account Status and Perspectives 3 Business Strategy 4 20 Selected Opportunities 5 2012 Sales Forecast 6 What’s next? 7 Conclusion
  • 3. Agenda 1 Introduction – Industry overview 2 Key Account Status and Perspectives 3 Business Strategy 4 20 Selected Opportunities 5 2012 Sales Forecast 6 What’s next? 7 Conclusion
  • 4. Introduction Based on data provided, our current and potential customers – Key, A and B accounts occupy 60% in our business. Siemens achieve 5026 K€ in our 2012 potential business and inquiries 3 Main Accounts Key (Siemens) 5026 K€ Key A B • Key (Alcatel) • A (EADS) • A (Rohde) • B (25 co.) 64.85% 14.34% 504 K€ 398 K€ 980 K€ 3404 K€ 8.55% 12.25% Sub-Contractor Prospect • BMW 92 K€ • Mercedes Benz 1089 K€ • Volkswagen 1100 K€ C Account • Elti • Interkont • Keller 1388 K€ 210 K€ 350 K€ Solectron Rumania (Ericsson) 1360 K€
  • 5. Industrial perspectives in CEE Space Industry Europe Telecom infrastructure industry 2011 5% Growth of the medical sector per annum in Central Europe EU is the world's largest producer of motor vehicles The automotive industry is the largest industry sector in Germany. In 2011, the auto sector recorded turnover of EUR 351 billion – around 20 % of total German industry revenue.
  • 6. Agenda 1 Introduction – Industry overview 2 Key Account Status and Perspectives 3 Business Strategy 4 20 Selected Opportunities 5 2012 Sales Forecast 6 What’s next? 7 Conclusion
  • 7. Key Account Status - Siemens     Founded in 1847 Leading player all over the world Sales in FY 2012: 78 M € (+7%) Number of employees:370 000 (32% in Germany) Revenue by Sector 35% Revenue by Region Germany 17% 22% 26% Healthcare 37% 14% 20% Infrastructure Industry Energy 29% Asia, Australia Americas Europe, CIS, Africa, Mi ddle East (excl. Germany)
  • 8. Key Account Status - Siemens 3 main strategic objectives for Siemens: • Cut costs • Boos competitiveness • Become less bureaucratic Upcoming projects: • Electric hybrid drive systems • New hearing aids • Acquire Invensys Rail (the rail automation business of Invensys)
  • 9. Key Account Status - Siemens - Trust & Proximity - Strong financial basis - Benefit from the expertise of Siemens - Siemens is focusing its future growth on the medical sector - New projects opportunities - Covers a big share of TelTech’s clients which leads to a lack of diversity - Intends to cut costs and will ask for lower prices
  • 10. Agenda 1 Introduction – Industry overview 2 Key Account Status and Perspectives 3 Business Strategy 4 20 Selected Opportunities 5 2012 Sales Forecast 6 What’s next? 7 Conclusion
  • 11. 20 Options 3 2 2 1 1 1 1 2 2 1 1 1 1 80 options we had received covering 11 activities. 20 options would be focusing in 2012 business
  • 12. Our Strategy Business Objective Based 3B concept, the business strategy will be focusing on 3 main area Diversification of activities and clients - More balanced portfolio - Opportunities of growth in a mature market by cross selling and developing our expertise on promising activities Business Market Restore Profitability Profitability • Enhancing our customer base with cross-selling thanks to our diversification • Economies of Scale TelTech 3 Objectives Diversify Customer Centric Develop Customer Centric Culture - Customized offer - Adaptation to their new projects and deployment of sector of activities Business Resource
  • 13. Agenda 1 Introduction – Industry overview 2 Key Account Status and Perspectives 3 Business Strategy 4 20 Selected Opportunities 5 2012 Sales Forecast 6 What’s next? 7 Conclusion
  • 14. Targeted Segment Activities • Telecom infrastructure: Alcatel- Lucent (124) Siemens communication (143,145) Traditional • Space: Austrian Aerospace (150), EADS Germany (155), Skytronic (200) • Subcontractor: Solectron Rumania/Ericsson (184) New Strategic • Automotive: Siemens VDO (147,148), Mercedes Benz (182), Volkswagen (183) • Automation: Siemens building (132,136,137), Plisch (196) New Diversification • Broadcast: Rohde&Schwarz (169), Temex Time (175), Globes (191) • Medical: SHE (171), Tyco electronics (179)
  • 15. Which opportunities and why? Traditional Segment Telecom Infrastructures Source of « safe » revenues thanks to our expertise in these activities Subcontractor To satisfy our current and potential customers with an improved offer Long term relationship strategy Space Space: Forecast of significant growth in 2012 (AIA 2011)
  • 16. Telecom Infrastructures # Customer 143 Siemens Communication 145 Siemens Communication 124 Alcatel Lucent Part OSC300-PR OSC300-PR SAW400-PR Class K K K % Margin 40% 40% 40% % TAM Interest WHY 19% Second Source • Key account and Siemens communication • Strategy to diversify our activities • 40% margin • Economy of scale with 145 20% New Technology • Key account and Siemens • New technology • 40% margin 20% New Technology • • • • Key account Economy of scale 40% margin New technology
  • 17. Subcontractor # 184 Customer Solectron Rumania Part OSC300-PR Class S % Margin 40% % TAM 23% Interest Cost Reduction WHY • • • • 145 000 KU Traditional sector Economy of scale Web campaign to diversify image and Tel Tech business • 40% margin
  • 18. Space # 200 150 155 Customer Skytronic Austrian Aerospace EADS Part SAW300-RF OSC400-HR OSC400-HR Class Lead B A % Margin 53% 67% 67% % TAM % 27% 47% Interest WHY R&D Meeting • Lead in a traditional sector • Safe contact (VP): Joachim Schwarz is a good friend • Web campaign • 53% margin New project • • • • • Galileo Program B account Economy of scale with 155 67% margin Space: traditional sector New project • A account • Economy of scale with 150 • EADS is a big company we trust • 67% margin
  • 19. Which opportunities and why? New Strategic Segment Automotive One of the largest industry sectors in Europe and especially in Germany Siemens new projects in this sector such as the hybrid driving system LOGO
  • 20. Automotive # Customer 147 Siemens VDO 148 Siemens VDO 182 Mercedes Benz 183 Volkswagen Part SAW100-GP SAW100-GP SAW100-GP SAW100-GP Class K K P P % Margin 22% 22% 22% 22% % TAM Interest 6% Upgrade Program • K account Siemens • New strategic segment • Economy of scale 8% Upgrade Program • • • • K account Siemens New strategic segment Economy of scale 1 251 000 units 54% Management Meeting • • • • Mercedes good reputation 6 millions units Prospect Economy of scale Management Meeting • German company with good reputation • 6 millions units • Economy of scale • Prospect 37% WHY
  • 21. Which opportunities and why? New Diversification Segment Automation Diversification strategy with developing sectors of activities in Europe Broadcast Siemens is the world’s leader of automation technology Medical New opportunities with today’s challenges of the broadcast industry in Europe: digital services, mobile TV services, etc
  • 22. Automation # 132 136 137 196 Customer Siemens Building Siemens Building Siemens Building Plisch Part OCS100-GP SAW400-PR SAW400-PR OSC100-GP Class K K K Lead % Margin 38% 50% 50% 44% % TAM 19% 16% 14% Interest WHY Cost Reduction • Key account : one of our main client • Important KU (310 000) • Important margin • Automation: traditional segment where we are good at • Economy of scale New Project • • • • • New Technology • Key account • Contact with the manager • Economy of scale (with 7 companies) • Margin of 50% • New technology Application Note • Lead in our traditional segment • Economy of scale with the part • Web campaign to diversify image and Tel Tech business Key account Important KU (201 000) Contact with the manager Economy of scale A 50% margin
  • 23. Broadcast # 169 175 191 Customer Rohde & Schwarz Temex Time Globes Part OSC300-PR SAW400-PR SAW400-PR Class A B Lead % Margin 57% 57% 59% % TAM % Interest RFQ WHY • A account • Strategy to diversify our activities • 57% margin • Economy of scale 36% New Technology • • • • % Price Information • Lead in the diversification sector • 59% of margin expected • Economy of scale with 175 B account Contact: VP Economy of scale Strategy of diversification
  • 24. Medical # 171 179 Customer SEH Tyco Electronics Part OSC100-GP OSC100-GP Class B B % Margin 42% 42% % TAM 52% 41% Interest RFQ On going Program Upside WHY • B account • Economy of scale • Siemens is also working on the medical field so it could be new products for them • RFQ • Web- campaign • B account • Economy of scale • Siemens is also working on the medical field so it could be new products for them • RFQ • Web- campaign
  • 25. 20 options - Probabilities Segments Automation 196 147 148 132 132 137 Automative 136 145 191 169 169 Broadcast • RFQ • Competitors 175 Medical 171 179 Space 200 182 183 150 150 • K account • Director contact • Cost reduction 155 • New Project • Appointment with manager next week Subcontractor Telco Infra 184 143 124 Negotiation Proposal made 30% Prototype provided Technical comment 50% Pre-series product 70% 90% 100%
  • 26. Agenda 1 Introduction – Industry overview 2 Key Account Status and Perspectives 3 Business Strategy 4 20 Selected Opportunities 5 2012 Sales Forecast 6 What’s next? 7 Conclusion
  • 27. 2012 Sales Forecast 20 Opportunities K Units 200 173 Kunits 263 513 K€ 2011 2013
  • 28. 2012 Sales Forecast • Diversification • Profitability in value and volume • 88% of our profit comes from the safest opportunities
  • 29. Agenda 1 Introduction – Industry overview 2 Key Account Status and Perspectives 3 Business Strategy 4 20 Selected Opportunities 5 2012 Sales Forecast 6 What’s next? 7 Conclusion
  • 30. WCube # 143 145 124 184 150 200 155 147 148 182 183 132 136 137 196 WHAT Second source ? Refine the new product to test its final version Phrase 1 Phrase 2 Refine the new product to test its final version Adjust the production costs Define the characteristics of the new project Define the technical attributes of the new product Meet regularly with the Galileo program teams Design an improved product to enhance the entire project Design an improved product to enhance the entire project Specify the customer's needs Specify the customer's needs Adjust the production costs Define the characteristics of the new project Refine the new product to test its final version Application note ? WHEN WHO ? 3 months 3 months 2 weeks 3 weeks 2 weeks 3 months 2 months 2 months 2 weeks 2 weeks 2 weeks 3 weeks 3 months ? ? R&D team Phrase 3 R&D team Production managers KAM + production managers + VP R & D team + KAM R&D team + KAM VP + R&D + Production managers VP + R&D + Production managers Management team Management team Production managers KAM + production managers + VP R&D team ? KAM + production managers + finance manager R&D team Production managers + KAM KAM + production managers + finance manager ? 169 Analyze the customer's RFQ and adjust the costs according to the RFQ 2 weeks 175 191 Refine the new product to test its final version Determine the production costs and our price strategy 3 months 1 week 171 Analyze the customer's RFQ and adjust the costs according to the RFQ 2 weeks 179 On going program upside ? ?
  • 31. What’s next? EXISTING CRM STRATEGY NEW CRM STRATEGY New CRM Services deliver a differentiated and highly competitive customer experience cost MRP Logistics Forecast effectively is critically important and increasingly challenging as your organization interacts with potential customers through more communication channels than ever
  • 32. Agenda 1 Introduction – Industry overview 2 Key Account Status and Perspectives 3 Business Strategy 4 20 Selected Opportunities 5 2012 Sales Forecast 6 What’s next? 7 Conclusion
  • 33. Summary Strategy of diversification for TelTech thanks to its K accounts. Central Europe is a strategic zone that we need to focus on. Long term partnerships thanks to a new CRM.
  • 34. LOGO
  • 35. Appendix # Type Status Class Contact Activity 124 132 136 137 143 145 147 148 150 155 169 171 175 179 182 183 CUST CUST CUST CUST CUST CUST WEB WEB SHOW SHOW WEB WEB WEB WEB SHOW SHOW Opp. Opp. Opp. Opp. Opp. Opp. Opp. Opp. Opp. Opp. Opp. Opp. Opp. Opp. Opp. Opp. K K K K K K K K B A A B B B P P Alcatel-Lucent Siemens Building Siemens Building Siemens Building Siemens Communication Siemens Communication Siemens VDO Siemens VDO Austrian Aerospace EADS Germany Rohde & Schwarz SEH Temex Time Tyco Electronics Mercedes Bentz Wolkswagen Telco-Infra Automation Automation Automation Telco-Infra Telco-Infra Automotive Automotive Space Space Broadcast Medical Broadcast Medical Automotive Automotive 184 WEB Opp. S Solectron Rumania (Ericsson) Sub-contractor 191 196 200 SHOW WEB WEB Lead Lead Lead L L L Globes Plisch Skytronic Broadcast Automation Space
  • 36. Appendix Activity K€1 K€2 K€3 K€4 Total K€ Total Automation 14 170 480 600 1 265 Total Automotive 11 199 765 1 566 2 541 Total Broadcast 3 14 28 84 129 Total Medical 26 13 13 39 91 Total Space 83 75 Sub-contractor 40 240 75 320 150 560 383 1 160 Total Telco-Infra 5 181 55 766 130 1 811 255 3 254 445 6 013 K€1 K€2 K€3 K€4 Total K€ Total Automation 14 170 480 600 1 265 Total Automotive 11 198 Total Space 8 0 720 75 1 260 150 2 189 233 Sub-contractor 40 240 320 560 1 160 Total Telco-Infra 5 77 55 663 130 1 725 255 2 825 445 5 291 Total Activity Total