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Celemi performance sales (short
Celemi performance sales (short
Celemi performance sales (short
Celemi performance sales (short
Celemi performance sales (short
Celemi performance sales (short
Celemi performance sales (short
Celemi performance sales (short
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Celemi performance sales (short

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  • 1. 1 Challenging times • ”The message is clear and to the point – if we don’t sell what the customers want, we’re out of the game.” • “Nothing is constant in the world around us. We need to review our strategy frequently, and keep finding new ways of making money.” g y • – CEO of Nohau, European system development providerCopyright © 2009 by Celemiab Systems AB. All rights reserved.
  • 2. 2 Perspective makes the difference So where is your own focus right now and how does your overall y culture impact how you view the latest challenges facing your businessCopyright © 2009 by Celemiab Systems AB. All rights reserved.
  • 3. 3 • Are you ready to exercise your business mind? • When times are tough, you need people to think constructively and act decisively. Do your people have a shared understanding of what the company is up against – and the way forward? • Celemi Performance: A half-day workshop that challenges you to explore the market conditions and possible ways forward Come prepared to forward. compete in a crowded marketplace!Copyright © 2009 by Celemiab Systems AB. All rights reserved.
  • 4. 4 Benefits •Management teams – or other groups of decision makers – can use the workshop as a framework for a strategic planning session. •All employees can gain a shared understanding of the strategic challenges and the way forward. •Managers can use the workshop as a platform for communicating how ongoing initiatives are in line with the strategic direction • Timing: 4 hours • Number of participants: 4 to several hundred p p people, divided into teams of 4 • Materials: Board based, with computer-based facilitator presentation tools. pCopyright © 2009 by Celemiab Systems AB. All rights reserved.
  • 5. 5 Conceptual themes • Offering • Customer strategy Product lifecycles Value-added services Disruptive technologies Customer needs and preferences Customer i t lli C t intelligence Sustainability Customer segmentation Lean production Targeting preferred customers Markets Market strategy • • Differentiated market strategies Competition profiling Market intelligence Ways of strategizing – customer- vs. • Operations efficiency O ti ffi i competition focus Organizational structure • Growth and sustainable profitability Supply chain Securing cash flow Creating long-term value long termCopyright © 2009 by Celemiab Systems AB. All rights reserved.
  • 6. 6 A case story in three chapters The challenge - Getting the basics right Evaluating t e market co d t o s a uat g the a et conditions: What are you up against? What decisions need to be made, to be profitable? Adding value – Creating the competitive advantages Analyzing customer information and determining needs: Which customer segments are most profitable – in the short run and in the long run? g How can you add value to your offer, in order to meet the needs of your targeted customers? Winning the business – Going for the right customers! The strategy meets reality: Did you win the customers you intended to? How profitable was y p your market strategy – in the gy short run and in the long run?Copyright © 2009 by Celemiab Systems AB. All rights reserved.
  • 7. 7 Lessons learned – teams make a self-assessment The market and the competition tend We are good at developing successful to pick a strategy for us. strategies based on how our market unfolds. Our pricing helps us to attract p g p Our pricing strategy definitely helps us p g gy y p customers but not to make profit. to maximize our profit. We tend to go for the wrong customers. We go for the right customers. We act more as if we try to be We know our target customers and we “all things to all people.” are able to attract them. We are more interested in what the Our product portfolio is well aligned with competitors are doing than what the what customers are asking forfor. customers are asking for. We could earn far more by using our We utilize our capacity in a very capacity in a smarter way. profitable way. We spend our development resources We use our scarce development rather poorly. resources very wisely. We are quite unaware of what the We are well aware of what the competitors are doing and don’t know competitors are doing and can see where they are heading. where they are heading. We have an image that reflects our We have an image that reflects our weaknesses … strengths …Copyright © 2009 by Celemiab Systems AB. All rights reserved.
  • 8. 8 For more information Contact: Steve Hemmings +44(0)7768 158576 steven@centrepiece.fsnet.co.uk steven@centrepiece fsnet co uk Centrepiece is a Celemi Partner www.celemi.comCopyright © 2009 by Celemiab Systems AB. All rights reserved.

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