1. 10 x
Smart Practical
Solutioneering - SPS
Passion, Compassion
Excellence - PCE
LIBERATING POTENTIAL - LP
Meta Systems
Eco Systems
System
AJAY GOHIL
Ultra High
Performance
THEME BOOK
Everything is GOD’s
هللا في شيء كل
2. 10x
Run
How 10X is
possible ?
VISION across
Meta systems +
Eco systems +
System
What value creation
theme applied?
SPS- Smart practical
solutioneering+ PCE-
passion compassion
excellence + LiP –
Liberating potential
Result – simplified
strategic options –
very high RAROC –
for each HGHMLC
strategic sectors
Ultra High Performance
ALGORHYTHM
God is everywhere…Passion
is every where…
3. SECTION 1
Genesis of 10X
What is ultra High
performance
environment ?
Meta system canvass
Strategic Re-
imagination
4. Claimer of this Book :10X is possible
..irrespective of company Irrespective of circumstances
The 10X
Ultra high-
performance
It is not nuclear science … but
it is INVISIBLE …and VISIBLE to
only non linear leader …
In this book , I have tried to
summarize the factors
responsible for the uHP ..
practical examples and cases
of how the performance can
be enhanced to 10X…
I have also tried to link my
various experiences to
substantiate my claims…
This is the only book in the
world ..which has CLAIMER
…not the DISCLAIMER …
The Da VINCI code of ultra high performance
>CRACKED
5. How 10X can be achieved
Every thing is GOD SENT ….( Top Down)
TOP DOWN vs. BOTTOM UP - The
Organization s excessive focus on
the Operational issues were
carefully resolved to ensure that
the flow comes from the top ..not
the BOTTOM UP …which tend to confine
the strategic thinking to operational
constraints….i changed the culture
I brought in the sensitization with
respect to the meta system - $ 30 Bn
opportunity potential was liberated by
identifying the product fitments in the
emerging strategic markets ..
Identified the M&A opportunity for
the long term advantages and infact
saved the organization from wrong
investments …which would not have
aligned with the overall vision..
Scope of Value creation vs. CEO
agenda consideration vs. Actual
time spent – decides where the
organization is heading…
Meta
System
Scope : $
10-15 Bn
Eco
system $
4-5 Bn
System $
1-2 Bn
Meta
System :
10%
Eco
system
20%
System
70%
Meta
System :
45%
Eco
system
20%
System
30%
7. 10X High performance Theme book – forward
First of all , the 10X high
performance is a metaphor for
liberating potential – and can not
be just blindly taken as 10x in all
the sense… there are impractical
way to think that a human body
can grow 10x in height ..unless
the genes are controlled … thus I
have tried to introduce the
concept of SMART PLAY …where
in ..it is very important for the
STRATEGIC PLANNER to really
understand what is possible and
what is not ? – for example – IF
you want to touch Moon. You
cant start climbing Mt Everest..u
need to strategically invest in
ROCKETS… similarly there are so
many industries , O&G, Energy ,
Metals , Consumers ( Durables )
IT which are largely linked to the
GLOBAL BIG META SYSTEMS of
changes ..which are so much
solid n influencing that… one can
not even think about Strategic
planning in ISOLATION ..for these
industries
8. 10X High performance Theme book – forward
What is META SYSTEM?– Meta
systems are put it simply – the
system of SYSTEMS ..now just
imagine a company like DUPONT
..which has multiple eco systems
like AGRI , NUTRUITION ,
INDUSTRIAL BIOSCIENCE , ADV
MATERIALS ( packaging ,
electronics , safety , polymers etc)
…now for each of such a VAST ECO
SYSTEMS ..there are plenty of
OVERLAPPING SYNERGIES and
RISKS too … which are happening
rather silently ..invisibly and
almost sort of BLACKSWAN …for
example ..How US SHALE GAS has
thrown spanner on
PERFORMANCE PLASTICS business
plan .. How GENETICS have
thrown spanner into
AGROCHEMICALS business case …
How Advanced POLYMERS and
ETPs has scupper the ALUMINIUM
industries plans , How BASF or
SABIC can make even the big
LOREAL or LVMH run for the
money ..how a small ALIBABA
kind of e-commerce site can make
UNILEVER troubled … these all
things are the Result of META
SYSTEM interplay
LOW HANGING FRUITS – is so
outdated - metasystems means
huge opportunity to grow 10X
…. A very strong incentive –
consider You want to avail the
mega consumerism trend and
you are into specialty chemicals
POLY ETHYLENE GLYCOL) u
produce your PEG of highest
purity ..can have multiple use
..but if you leave the benefits at
the door step of FMCG comp to
leverage ..then your strategy is
so wrong .. Similarly there are so
many back end suppliers of high
quality product value … which
are thanks to PERVASIVE SOCIAL
MEDIA and EASY ACCESS TO
INTERNET and GOOGLE … they
can be competing to the
customers directly … the GTM
has changed ..you don’t need
big DISTRIBUTION system..the
orders can be highly
customized..the BIG DATA
ANALYTICS can help in
leveraging the optimal customer
mix … thus the Knowledge .
CAPITAL ..HUMAN TALENT is
simply not an issue…
9. Global META SYSTEM High Risks, High rewards …Invisible but High
impact …. Requires careful consideration
Strategic Inflection
Point
Time to change
Adopt new horizon
Reinvest
Black swan
Expect unexpected
Big shocker
Insurance
Undercurrent
trends
Keep eyes ears
open
Embracemulti
dimensions
Changereadiness
Leadership
Inertia
Human problem
Don’t want to change
Slow killing
Concentration
Too much dependence
Uninsured
MSR SIP BSN UCT LI H2SO4
Meta system Risks StrategicInflection
point
BlackSwan Risks Under current
trends risks
LeadershipInertia
risks
Concentratio
n Risks
If there is pest
attack on
Argentina
sunflower , the re
is high inflation in
INDIA . – Globally
connected , cross
regional , cross
systemic .
Agriculture vs
petro cutlure
Food vs Fiber vs.
Feed vs Fuel
China polarization
China 50%: 50%
Time to move
on , recognize
the need for
strategic
horizon, ability
to switch gear
Ability to
prepare for
sudden shocks,
natural
calamities ,
unexpected
risks
Disruptive
technologies –
3D/ Analytics/
SMAC/Biotech/
RE/Solar/Shale
gas/ Smart grid
Obsolesce
Despite being
the market
leader , expert
in the strategic
emerging
areas- things
can go awry
Risks of
Average out
thinking – lack
of value
creation
Remaining in
comfort zone –
Operational
thinking
In order to
create
stakeholders
returns.
Blindly pursuing
the strategic
short term
vision less
moves
0 like spin off,
divestments ,
low R&D
Operational
thinking only
All eggs in
one basket
High
dependenc
y on critical
drivers
Big
reliance on
several
competitiv
e
advantages
like Oil .
Mines etc
Over
investment
s
High Impact , Sudden HIGHimpact, Slow
realization
HIGHimpact
Abrupt
HIGHimpact
Slow
HIGHimpact
SLow
HIGHimpact
Slow
If these risks are
so big .So
pervasive
,Omnipresent …
then how can we
talk about 10X ?
10. The Metasystem risks and synergies are evolving in just a weird manner that it is DO or DIE –
the really NON LINEAR and DISRUPTIVE
No more Floppy , No more CDs , No more Pen drives .. We have clouds and we will have
ROBOTS
Ultra Advanced Materials – Li Fe batteries , high performance plastics ,rare earths …to enable
the real light weight cars enabling 100 MPG performance …
The rate of technology obsolescence vs rate of introduction of new products / new technology
/ new Ais etc has been mind boggling and this is reinforced and enabled by the SMAC /
Consumerism /Globalization Internet of Things / ever expansive use of networks – enabling the
HYPER customization …
All guys are same – The small or Big ..the internet is neutral..as long as there is a value ..you
will be considered ..
Movie in 1 Minute on Mobile – It has been only 20 years back the internet got into everybody’s
life and today massive 7 Bn people are user of networking….thespeed of data has increased
from mere 20KBPS to 20 MBPS and now we can use FTTH /5G for even 10Gbps.
Globalization in true sense – Ordering the INFERNO of dan brown , over amazon lying
somewhere in the desert of MOZAVE …and airdroped on door step in KATWARIA SARAI that too
in a single day …
This means …while SOME GUYS have difficulty in protecting turf ..some guys can think so
really BIG … Some guys find difficult to deliver even 10% …while some guys coolly RECKS in
…10X
Why Ultra High performance is talked about at al ? – The
performance of 10% yoy is just OK ..or may be one can think of
2X …why just 10X..?
First thing first – Why 10X is
possible n 10% is not …
So …what can I do with META SYSTEM …so that I can get 10X
11. So what can I do with Meta systems
Read this Meta system Hieroglyphics
CHINA – Long on Good time CALL
And Bad time PUT
CHINA
CHINA
50
%
50
%
50
%
Seeking Alpha – High
volatility / High Risk
China
Polarization
Capital
Glut
Topsy
Turvy
Competitive
Advantages
$
US
Conun
drum
12. Meta System Canvass
Capital Glut
$ 300 Tn
PE/VC/I banks/Hedge
funds /AM
HNWI $ 90 Tn
MA/SWF – 50
Tn$
PF/Ins +
QE/ECB
monetary
policies
Corporate
Performance
CHINA 50:50:50 –
china is a half world
in itself decides the
flow of strategic
direction
Investors Activism
Demands High
ROI/ROCE
High Risks
of M&A /
Exit risks
Regulatory Meta systems – Compliances – FDA/ Basel 3 / CAFÉ / GMO/
REACH / RoHS / CF-21/ FATCA/ Tax treaties / re-domiciling made difficult
/ Compulsory licensing / Patent laws
GEO
POLITICAL
RISKS &
OUTRAGEO
US CRONY
CAPITALIS
M
US /EU DEBT
DEFAULT
PRO POOR
govts to get
first
priority
Product Edge
blurred – as china
forces price erosion
/GENERICS/
Obsolescence
GTM advantages
diluted – As SMAC
/ Cloud / IT offers
unique adv to small
minnows
Consumerism MEGA
trend – drives co to
invest into C space -
aggregators rule
Ecommerce
Materials / Energy
SHALE O&G / Arctic
to Asia routes / CTO
/MTO /GTO / Bio
economies /
Renewable / Solar
EMERGENCE OF NEW ADVANTAGES + BLACK SWANS
Information /
Intelligence
Advantage
SMAC/ Cloud /SaaS/
AI/ SEO / 10GBPS
fibers /FTTH/SMART
CITIES
Can Easily lead into faulty decision making or erosion of
the competitiveness ….
New
Technologies /
Black swan
Advanced
GENOMICS/
AI/ANALYTICS
/3D printing etc
Ignore at your risks
13. The Synergy Extraction from Meta systems
Consumerism( PCI/
Awareness)
Sectoral
Drivers
Investment
returns
SMAC /
Smart
systems
Carbon
Footprint
Agriculture
Agchem/Inputs/ seeds –
DOVE TAILING of offers
Scope for consumer
agriculture – Customized
FARMING
Consumer Healthcare
Dairy / Cheeze /F&B /
Consumer Agri to
increase
Increase use
of Fertilizers
driven by Low
easy Naphtha
Micronutrient
s – for Y&Q
M&A / Value
chain extension
Dove tailing of
portfolio –
LAND O LAKES
models to
emerge
Consumer Ag
deals
Smart
Agriculture
Climate control
products /AIS /
Solchip Netafim
Green
Sustainable
solutions – Use
of Industrial bIo
sciences –
Enzymes /
Oil & Gas
Effective use of CPG /
Adv packaging /Adv
Automotive HQ CE/
Textiles / Light weight CF
/ ETP – Optical media –
Medical
Global glut in
Ethane rich
shale gas /
Naphtha – to
drive the
price down –
Good feed
stock for
M&As
connectingthe
Spe chems/
Oilfields /
Offshore invst/
Drilling tech/
Adv Refinery
GRM /
Automation /
Security safety
enhanced
Bioenzymes /
Bioethanol –
Renewables (
solar/ Wind
/MTO / CBM/
Biomass to Syn
gas processe
Pyrimidine for
Agr/Fine
chemicals – entry
into Pharma/ LS
Availed Mega
trends – JVs
Fertilizers High
Operational
efficiency
3 strategic
clusters – CASPI/
WIMO/PLASMET
New
HGHM
strategic
sectors
Vision Building
robust strategic
planning
14. What is Ultra High Performance ?
The ultra high performance – is Sustainable , Strategic value creation ,
realizing the FULL POTENTIAL – in systematic, smart , passion driven excellence
path way .
THE DIFFERENCE OF GENES - Ultra High performance , differs from just the
performance – because at any point in time there is always the UHP far ahead in
simple performance … the examples are many …You want to write a page ..vs.
you can write a BOOK …
EVERY THING IS FROM THE TOP so many results just become the victim of poor
Quality of leadership , Poor decision making, poor executional rigor – which
means less or mediocre performance … the motivation to deliver the uHP
depends on the quality of the CEO / The TOP CULTURE …
CANT PUNISH ROBOTS - The UHP does not require specialized training at
HARVARD , does not require changing the entire organization into a
machine…automation is good , but it should be passion driven..else
the robots can not be punished for poor results
What is ultra high performance ? – can it be achieved without ultra high
level of efforts or ultra high CAPEX or ultra high investments ?
16. If imagined…the beauty exists even in the
most scorching deserts….
الحارقة الصحارى ر....تخيلت إذا...
موجود جمالأكثر في حتى
17. Strategic value creation is pivotal
around Smart Strategic reimagination
Specialty
chemicals
10X
Consumer
chemicals
Personal care
Home care
Food &
beverages
Bios
Consumer
electronics
CPG
Automotive
10X
Consumer
Agriculture
Health
nutrition
Awareness
Dairy cheese,
Confectionary
F&B
F&F
Fruits & High
value produces
Agriculture
Specialty
chemicals
Agriculture
Meta system
SYNERGIES +
Mega trends (
consumerism +
SMAC + savings
+ Smart systems
Risks – Heavy
Knock off
investments – over
competition
WHY
metasystem
important
Strategic
REIMAGATION
DIGITAL
ARCHITECTURE
Smart
Strategic PPT
Ultra High
performance
environment
Strategic REIMAGINATION is important
to drive the change to achieve the 10X
UHP …that requires close consideration
to many aspect of the business from
meta system , eco system and system
..not just linear thinking
18. Smart People
Smart KPIs –
rewards based on
achievable ,
unconstrained business
performance.. Ie A
marketing manager is
rewarded on brand
recall …not on sales
made…while sales
person is evaluated on
conversion amongst
channel ..
GEM efforts + DIY
careers
FSB / uHP environment
Smart
Processes
Biz SIMULATOR –
redefined the
objectives
Eliminated the
constraints – helped
liberating potential (
F2M process )
Smart tools /
practices
Systems – based on
DIGITAL
REIMAGINATION
Customer CREED (
Avail SMAC / BIG
DATA trends)
Meta system
strategic
planning
From Low hanging
fruits to High yield
fruits
Synergies & risks at
high level
Strategic options
incorporated in
Planning
COSMOS workshop
One SABIC
TAC CEMP
Strategic Re-imagination , propelled by
Next Gen Competencies
19. Big customers – Big expectation – Big
service standards – improved customer
score through CREED
Crafted the Strategic Reach Out – pivotal around CREED (customer connection,
relevance , Engagement , Experience , Delight)
Strategic challenge Multiple products with multiple benefits …across multiple
strategic market sectors – these product portfolio required high impact , high level
strategic planning to capture big target audience , improve the brand equity in terms
of Net promoter score., reduce customer churn , reduce dissatisfaction , improvement
of the Share of wallet , improvement of the channel profits – optimal product mix ,
high ROI for the marketing campaign
What I did :
Championed the SAS visual analytics – influenced the implementation of SAS
modules in customer intelligence, strategy & operations, market analytics– created
High Impact strategic scenarios for the Customer mix , Decision tree , RFM ( recency ,
frequency , monetary value) , Channel mix to ascertain the impact of multiple
dimensions – reduced the COST TO SERVE across MULTIPLE CHANNEL by 45% ,
improved NPS / CRM KPIs . Increased the Marketing Campaign ROI by 5%… by
reducing the wastages of A&P, Sales efforts , marketing GTM losses etc
Business Results : Built strong brand awareness, recall , experience , connection for
LEXAN ( poly carbonate brand – grown from mere $ 100 MM into $ 890 MM ( 2014)
across APAC – high brand value – reflected in terms of high NPS – net promotion score
)- A&P Budget $ 45 MM , ACTARA & PROCLAIM ( Agrochemicals brands – grown $ 10
MM in 2005 – into $ 160 MM in 2012) Budget $ 5 MM – used intensive STRATEGIC (
Marketing, customer analytics , insights ) and TACTICAL drivers ( branding , customer
engagement ( Long term CRM / KAM/ Customer club )
Establish the solid CUSTOMER CONNECT through being relevant across OMNI
CHANNEL platforms
20. E-commerce – for many of SABIC’s
product find great applications into
the consumers products such as
Packaging polymers, medical
plastics, tubes, Polycarbonates in
Optical lenses, PC alloys with PET/PBT
in automotive , Personal care/ Beauty
care products , Coatings , Adhesives I
conceptualized the CHEMICALS to
CONSUMER ( C2C) E commerce
platform to create the potential for
selling the products to formulators
and application users – but keeping
the final consumer advantages in
mind..
Digital Marketing – SEO / Ad sense/
RTB of advertisements / Ad placement
across Social media - campaign for
LEXAN , Noryl , Cycoloy , SABIC as
global brand , created compelling
customer engagement - leading to
higher Brand Recall and customer
satisfaction.
E Commerce Platform
created to avail the
global mega trends of
SMAC / BIG DATA and
CONSUMERISM
E commerce
Customer engagement through
precise and effective Online and
Offline Marketing strategies , Used
Marketing channels, such as SEO,
Paid Digital Marketing, Email
Marketing, Social Media Marketing
& Affiliate Marketing
Delivered Strong customer
experience across all channel ( Point
of purchase , B2C , Online for
engaging customers effectively –
even the channel agnostic customers
started feeling the need for visiting
the website – ie the free gifts of
small item to give good valuable
suggestion or what they like about
the brand – what they feel about
brand )
Customer
Reach Out
22. Smart
Solutioneering
Biz Simulator
COSMOS
ETHOS – ran self designed
Excellence , Harmonization ,
Transformation , Optimization ,
Simplification – identified what
Mckinsey could not – delivered $ 150
MM of benefits through improved
processes , improved business
confidence.
Forecast Accuracy –
50% to 80% - considered the
business pattern
NET PROMOTER SCORE –
50% improved across all SBUs key
accounts – Not just transactional
mindset
KEY ACCOUNTS – SOW%
improved by 2X - right value
propositions – right pricing – right
product mix
How to deliver 10X
performance amidst RECESSIVE
, VAGUE AMORPHOS Business
environment
Draught of growth
opportunities , any capital
spending suggestion is
considered like SIN.. ?
ETHOS
23. Smart Solutioneering
Biz SIMULATOR - Let DATA speak -organized , incorporated the
mission critical parameters for SNR level decision making – All under one roof –
to see the details of – what if the sales man in one part of the market does not
smile to the customer,- how much business is lost … or the effect of migration of
customers due to change of price or just management inertia – helped sensitized
management on GAMUT of business parameters … A DETAILED THINK THROUGH
PLANNING
VALUE PRICE – better than others but on performance …
products commanded 25% premium to next best option / 55% to generics –
used the BRAND MAGNETISM to achieve landslide customer migration - fitting
into customers VALUE.
Smart KPIs – game changing, sustainable & shaping –
focus shifted from easy to achieve OPERATIONAL KPIs to strategic value creation
– like M&As are evaluated on annual value accretion , pricing strategies on How
much more customers acquired , more premium earned – Not just Overall
OPERATIONAL BLANKET – the performance shaped on strategic value creation
and sustainability drivers
24. Insisted on Smart systems – Smart KRAs/ KPIs
CO-OWNING OF VISION
through Smart KPIs
Brand manager – evaluated on( % of the total aware to converted ) of
the customer segment / $ of A&P spend – this has resulted in the culture
of ultra high entrepreneurial ship in owning the business – use of smart
practices to reach out the audience … innovative channels , SMAC ,
multiple practices were followed
Improved the Performance of Marketing team by ~ 55% in terms of
bringing the new customers , new geographies at minimal cost to serve
Segregation of KPIs – the performance of the strategy team was decided
by @ of new strategic markets covered, solidity of the business
assumptions ( trends , forecast , enablers impact assessment etc ) , # of
deals worked , strategic long term advantage creation …rather than just
helping the business team and thereby lost in translation
25. You don’t always
need TOWERS
WATSON
to tell u that …
70% employees find “strategy” a term
used by CEOs…for fun.
55% employees find the vision and day
to day operations – disconnected .
More than half employees don’t know
the organization vision and confused
about their role …the KPIs are way too
operational
Most employees YEARNs for meeting
with Senior Management
Senior management is not friendly
…not even say GOOD MORNING to
start a day
The CEOs and HR has only one thing in
mind – organization restructuring –
cutting the pie without meaning
Organization scores way too low on
leadership qualities , LOMINGER
COMPETENCEIS
There are no proper INTERVIEWS..no
proper EXECUTIONAL REGIOUR ..no
proper training and no proper follow
up
Bringing Smile on the face …
Introduced New KPI –
the number of
breakfasts earned with
Senior management –
as a token of
appreciation for bright
ideations…
26. Exhibiting the SMART LEADERSHIP
Ambition setting- widen the strategic canvass for the organization through
multiple ideation, M&A scoping, business process improvement , thought
leadership , introduction of strategic market sectors , new products launch
etc
Create Edge- facilitated decision making, brought robust process orientation,
demonstrated use of best practices , smoothen the multi-dimensional , multi
functional inter- play by incorporating them into business models.
Drive Results – enthuse motivation energy , passion for performance ,
highest ethical standards , easy composure personality to ensure smooth
navigation , egoless behaviour
Liberate Potential – self motivated designed , developed coaching programs,
performance enhancing training, constant dialogue , imbibing the culture of
high performance .
Ambition Setting
M&A, BSC, MaSE
InDEA book
widen the strategic
canvass
Create Edge
Biz Simulator, PE culture
B school case contest
Faster, Smarter, Better
Drive Result
Smart KPIs, HPE, ethics
Passion & energy
Liberate Potential
ETHOS, SMILE ,
SHINE( sabic)
Motivated staff
27. How to … get the maximum RETURN on HUMAN CAPITAL.
PPMG – Performance planning , Monitoring , Governance – identified the
loop holes , introduced smart KPIs, attach incentives for high performance ,
extra miles efforts rewarded with GEMS ( go extra mile efforts )
Co owning the vision – used the smart , powerful systems , structured the
information, regulated & channelized the flow of the intelligence through
solid , reliable sources , inculcate the high end strategic planning ,
conducted the work shop to “ seek the equity of vision achievements “
Passion , Compassion ,
Excellence
28. Liberating Potential
How to REDEFINE the POTENTIAL
COSMOS / SABIC - evolved with HG HM LC strategic market sectors –
Conducted the COSMOS workshop – Comprehensive Opportunity Scanning
across Macro , Operational , Sectoral Drivers / Enablers – Highlighted the
Strategic opportunities across wide range of Strategic sectors , focussed on
ASSET LIGHT RISK ADJUSTED CROSS SECTORAL SYNERGIES blended growth
sectors - skipped heavy investments on dicey opportunities while , harped
on big consumer mega trends .
Strategic VALUE CLUSTERS - Synergies within Organisation- Identified the
strategic ecosystems within organization to avail the synergies of Planning,
Intelligence , GTM , MaSE , CRM – reduced A&P , reduction in Turn around
times , freed up time for strategic thinking – delivered $ 180 MM in
synergies , helped saved orgs from wrong investments – Pushed the sales
into Key Accounts / OEMs/ offered compelling personalized value
propositions to the customers across CASPI ( coating, adhesives, sp
polymers , inks) / WIMO ( water infra mining oilfeild) / PLASMET (
Personal care , Agrochemicals, Lifescience, Surface chemistry , Eletronics,
Textiles)
COSMOS
COSMOS
COSMOS
COSMOS
29. Liberating Potential
How to REDEFINE the POTENTIAL
MEGA TRENDS / META SYSTEM SYNGERGIES – created programs to avail
trends and synergies ( eg – Fertilizers sectors gains from Naphtha glut
from US / Setting up PYRIDINE facilities in china to avial the agrochemicals
and life science growth - Agriculture vs petrochemicals / O&G ,
Consumerism vs Chemicals – Suggested M&As in specialty chemicals and
brought it to the market to high end consumers – developed key accounts
for personal cares KAM- Loreal / LVMH / P&G / Ford / Toyota / OSRAM etc
BROUGHT IN $ 30 BN – liberating potential by Market sector planning /
customer analytics and insights of the Strategic Market sectors with the
same set of Portfolio … using ROBUST Strategic market planning and
customer insights & analytics
STRATEGIC OPTIONS- Brought in Private equity culture for performance
excellence – explored the Strategic Alternatives in terms of CAPITAL
EFFICIENCY – Pre-mandate assigments business analytics for Snr
management incorporated in QPR ( Leverages / Equities / IPOs/ LBOs /
Best benchmarks / true sense inculcated the PRIVATE EQUITY CULTURE .
Mega
trends
Meta
System
Synergies
Strategic
Options
Leverages
31. SECTION 4
How did I do it ?
Achievements
M&A
Strategic Marketing
Conflict Resolutions
Supply Chain Value
32. Delivery Model 10X – ultra high performance
Liberated Potential across diversified
range of industries
Oil & Gas – Looked into CAPEX , ultra
Large scale , participated in FEED /
Financial sensitivity / project finance /
Reports , SABIC – Tianjin SINOPEC +
Trinidad + US shale gas investments
evaluation – Project / Contract –
negotiations – technology licensing - EPC
M/ DCS
Agribusiness
Commodities – Agronomy , Y&Q ,
origination – Cereals, Edible oils , Corn ,
Rice , Sunflower , Biofuels , Enzymes
Agrochemicals – Insecticides – Strategic
outlook , new Entry strategies
Fertilizers – Micronutrients -
Crafted GTM , Maaden Phosphate project
, entry strategy in APAC , Feedstock price
scenario analytics
Infrastructure– Concession
agreements - Ports , city gas distributions,
logistics , SEZ projects
Pharma – Biologics + API ( HPAPI) +
peptides & protiens + Consumer
healthcare + nutrition – strategic outlook
+ M&A + Strategic planning
FMCG – Home care, Personal care ,
Beauty care – Edible oils sectors – brand
acquisition / M&A / product management
Put to use the High performance skills
and competencies
Strategic Value creation Model
COSMOS – comprehensive opportunity scanning
across Macro , Operational Sectoral drivers
– Meta system risk & synergies
Identified HGHMLC sectors
Strategic business development , portfolio
restructuring
efficiency improvement – Forecasting,
Business process es , Capital restructuring
Leadership Model
Setting High Performance ambition – put in
practical the best benchmarks globally
Created Edge – Advantages though sharp Analytics ,
Digital reimagination, thought leadership , ETHOS ,
Actionable insights ,
Drove Performance to Highest standards – used
best practices , process, technology , FSB work
culture , High performance environment in true
sense ( MaSE + OE + SC + Org Design)
Liberating Potential – Developed People , ETHOS ,
Extra miles , biz simulator . Smart KPIs
How did I do it ?
33. How did I deliver 10X results ?...
BaU
~110
MM$
SPS
Smart Practical
Solutions
PCE
Passion,
Compassion,
Excellence
LP
Liberating
potential
$ 900 Mn
Business As Usual Performance Only 1.1x – 10%ers..
10x
$ 1500
MM
Performance theme across Godrej, Adani , Cadila , Syngenta, SABIC from 2001 to 2015.
Delivered $ 250
Mn of business
improvements
through ETHOS ,
SMILE , KAM ,
MaSE programs
Robust Business planning(
PPMG), strengthen
implementation( EPMO),
Shoulder to shoulder work
with people , address the
root causes ..calm n cool ,
easy access …helped
pocketing $ 350 Mn
Revitalize
Portfolio, Brought
new opportunities
, SMS , M&A ,
Availed Mega
trends, Meta
systems
SYNERGIES
Business Performance
improves even in
recession, even
without cutting
heads… with
passion,
compassion….
34. Let the Numbers speak
Adani
2.5 Bn$
Godrej
0.5 Bn$
Cadila
0.5 Bn$
Syngenta
$ 0.8 Bn
SABIC
$ 70 Bn
Strategy & Plng ,
BD , CAPEX
projects mngt
Product mngt ,
EBIDTA, M&A ,
Operations
Cadila $ 10 Mn
Syngenta
$ 250 Mn
SABIC-
$ 900 Mn
$ 75 BN
Biz Influenced
CREATED – Strategic value
→ $ 70 Bn robust strategic planning -
crafted ONE SABIC , conducted
COSMOS ( comprehensive oppty
scanning across macro , ops , sectoral
drivers workshop) – identified $ 5 Bn
synergies thru M&A / Capex /
Strategic Alliances )
→ new ideation ( identified HGHMLC
sectors)
→ 35-40% strategic canvass expansion
across all SBUs using existing portfolio
MINED - insights &
analytics
→ Developed Robust
predictive models /
scenarios / simulators (
ETHOS / Biz
SIMULATOR)
→ Customer Analytics /
Market intelligence
process set up /
leveraged in VALUE
PRICING / MaSE
IGNITED – Passion , Energy
→ Crafted the Center of Excellence program to
appreciate EXTRA MILE efforts / valued the skill
differences
→ Set up COMPETENCE FRAMEWORK for ultra
high performance
COLLOBORATED
– network ing
→ Created advanced
proactive and compelling
networking relationships–
led inevitable
collaboration
→ Smoothened Intelligence
High Quality Result
oriented Engagement
amongst stakeholders
LED– Performance & People
→ Ambitionsetting for 10x projects – delivered
pilot s
→ Liberate Potential across people, process,
technology ( OE+ SCE+MaSE+CoE)
Key performanceindicator
65% to 85% - improved business forecast
through robust strategic direction & planning
33% to 45% - Improved operating profit
margins across LoBs through MaSE, OE , Supply
chain planning – Operations & Business
Management
6 to 8.5 Avg – improved customer
satisfaction across range of parameters / net
promoter score – able to increase sow%/
market share %
5% to 25% (avg) – improved the market
share across many products across difficult to
achieve business conditions
> 50+ / EV/EBIDTA > 10x – evaluated
the M&A deals in a quest to achieve high
strategic synergies across 20 product categories
( A+ deal making standards)
$ 1 Bn to $ 15 Bn – set up projects
management office for ultra large scale projects
of O&G/ Refinery / spe chemicals
$ 1.3Bn
Biz owned
35. Driven Across ….
Enabled by ….
Influenced the Strategic Re-imagination of businesses
DIGITAL
ARCHITECTURE
Smart Strategic
PPT
Ultra High
performance
environment
Meta
Systems
high stress tested approach to
identify HG HM LC strategic market
sectors
Conducted COSMOS workshop –Risks +
Black swan + SMS
Adjusted the impact – Reimagined &
envisioned the future
Strategic Opportunity Size $
10-15 Bn
Theme - High Impact &
sustainable strategic value
creation
CSFs – Smart investments &
selection of play zones
Eco
System
Strategic Options – M&A | Strategic Biz
dev | Capital structure – Leverages |
HGHMLC strategic market sectors
portfolio & strategic planning
Strategic Opportunity Size $
2-4 Bn
Theme – Liberate Potential
CSFs – Smart investments &
selection of play zones
System
MaSE ( value pricing , Market planning,
field force effectiveness , customer
analytics & insights – STP | Operational
Excellence – ETHOS | Business
SIMULATOR | Business planning | Supply
chain excellence | PPMG – Performance
planning monitoring excellence
Strategic Opportunity
Size $ 0.5 – 1.5 Bn
Theme – Smart Systems &
Excellence ( MaSE | OE|SCE
| Performance excellence)
CSFs – Faster , Smarter
, Better
Marketing & Sales
Excellence
Operational
Excellence
Performance
Excellence
Supply chain
excellence
Capital Efficiency
Strategic value
creation
Planning
Excellence
Competitive Edge
Macro Drivers
/Enablers
Big Meta Risks &
Synergies
Strategic Big
Picture
Stakeholders
management
36. Always made “Biz Sense "of any initiatives..
KRA in MN$ Godrej Adani Cadila Syngenta SABIC
M&A 50 175 300 2500
Strategy & Planning 222 2500 250 364 10500
CAPEX 50 500 150 150 8000
Bus Ops 50 350 1200
M & BD 50 60 50 250 850
Making Sense ….
37. Strategic
Value
creation
By Adopting smooth and easy
composure ( conflict resolution
style) , widening the strategic
canvass ( strategic marketing /
M&As) , one can liberate
potential 10X …
يمكن أحد الأن
تتطابق
جمال
هللا خلق
Nobody can match beauty created by
Allah
38. Underlying Strategic value creation theme
Ambition setting- widen the strategic canvass for the organization through
multiple ideation, M&A scoping, business process improvement , thought
leadership , introduction of strategic market sectors , new products launch etc
Create Edge- facilitated decision making, brought robust process orientation,
demonstrated use of best practices , smoothen the multi-dimensional , multi
functional inter- play by incorporating them into business models.
Drive Results – enthuse motivation energy , passion for performance , highest
ethical standards , easy composure personality to ensure smooth navigation ,
egoless behavior
Liberate Potential – self motivated designed , developed coaching programs,
performance enhancing training, constant dialogue , imbibing the culture of high
performance .
Ambition Setting
M&A, BSC, MaSE
InDEA book
widen the strategic canvass
Create Edge
Biz Simulator, PE culture
B school case contest
Faster, Smarter, Better
Drive Result
Smart KPIs, HPE, ethics
Passion& energy
Liberate Potential
ETHOS, SMILE ,
SHINE( sabic)
Motivated staff
39. SABIC - Strategic value creation
matrix
Strategic Market
Sectors
Strategic BD /
Alliances
Acquisition Merger
Target Scoping
& Pitch book
LBO/IPO
CAPEX (
Integration,
expansion)
Specialty
chemicals - for
bromine, aramids,
coatings, water
technologies,
oilfieldchemicals,
building &
construction
chemicals
SK Chemicals –
NEXLENE
technology for
mPOE
SABIC – EXXON
MOBIL –
SBR/PBR
PMMA
expansion
Affiliate units
of SAFCO,
SIPCHEM
merger with
SABIC units at
Al jubail
Chemtura,
Albemarle, HB
fuller,
Huntsman,Hen
kel, INEOS, ICL,
Nalco ecolab,
WC Grace,
Tencate,
Guritz, OMG,
Lonza,
LIPO,HATCO,
Oil Additives
( LAO/
Organometall
ic) & catalyst
unit purchase
by SABIC
SBUs , raising
debt to
finance the
deal
SABIC-
SINOPEC
tianjin
integrated
petro chem
complex ,
Biofuel /
derivatives - BDO,
THF, Bio succinic
acid, bio polymers
, PA
Increase stake in
DSM
Roquette
freres,
celanese, DSM,
genencor,
purac,novazym
e, lanzatech,
Engg plastics
GE plastics stake
increase
Teinjin, Tosoh,
Showa denko,
Mitsui
chemicals,
Mitsubishi
Rayon
Fertilizers -Potash
, Phosphates ,
Urea , NH3
expansion
Develop the
business with
INDIAN
fertilisers
company - KAM/
CRM value
offers
Maaden
Phosphate 30%
stake purchase
in Mining of rock
phosphate
JAFCO,
Maaden
Phosphates ,
Orascom
NH3/ Urea
expansion in
Al jubail,
SIPCHEM/
SAFCO
Oil & Gas / Mining
Stake purchase
in Licenses for
Bakken/
Marcelus shale
plays US
T&T , Brunei,
Umm wail,
China, Jordan
40. SYNGENTA - Strategic value
creation matrix
Strategic
Market
Sectors
Strategic BD /
Alliances
Acquisition Merger
Target Scoping
& Pitchbook
LBO/IPO
CAPEX (
Integration,
expansion)
Agro
chemicals
Developed Co
marketing deals with
generics sales for HXZ,
PPZ, EMA, Az, E2Y
with Dupont , Dow,
UPL
Capacity
Acquisition from
HIKAL units in
baroda for
Pyridine , use for
PDQ herbicide
Explored targets
of Insecticide
india, Makhetism
agan,
ICL,chemtura,che
minova india ,
Gharda,
sudarshan
chemicals
CAPEX ,
capacity
expansion
project of
THEOMETHO
XAM ,
insecticide
Seeds - Field
crops/
vegetables
Acquired
Monsanto
Sunflower
germplasm INDIA
focus strategy |
Post acquisition
turnaround 120
Mn $ business
size |
Led Syngenta
Seeds and CP
merger from
Analytical
framework set up
perspective
Vegetables seeds
- LIMAGRAIN,
Nunhems, JK Agri
genetics,
DEVGEN ,
Goldharvest ,
Fafrad , Agrisure
stake sale,
OptiGard stake
purchase
New markets
Built strong business
case for the new
strategic markets like
Floriculture, Lawn &
Gardens, Professional
products , Plant
nutients, post harvest
pest control
Seed
processing
facility ( field
trials set up /
commercial ,
hybrid seeds
processing
facility )
Convergence GTM and
Eco system alliance
with ADM / Cargill,
OLAM
41. Cadila, Adani, Godrej- Strategic value creation
matrix
Company
Strategic Market
Sectors
Strategic BD / Alliances Acquisition Merger
Target Scoping
& Pitch book
CAPEX (
Integration,
expansion)
Cadila
Diagnostics
New sectors explored
like diagnostics,
hospitable, sutures ,
soft gelatine
Intra division
merger of
Healthcare
products and
diagnostic
division
Capacity
expansion
for the Soft
gelatine ,
penicillin
Hospitable
New joint ventures
with Humann GmbH,
panbio Australia,
Mallinckrodt, B Braun ,
Baxter
Specialty chemicals
Specialty chemicals
SULFOLANE ,
developed the market
from 5 cr to 100 cr in 1
year
Adani Ports Infrastructure
Merger of
ADANI Ports
limited with
Gujarat
Maritime
board entity
Godrej FMCG
Brand Acquisition for
the MAXO household
repellent segment
42. M&A - Due Diligence /
Complete Acquisition
Strategic Marketing
Matrix reporting and
conflict resolution
Assessment to alignment
1
Trusted Team player
2
Flexible navigation
3
Fact based conflict
resolution
4
Liberate potential
5
Creating Edge
6
GTM strategy
1
Strategic Market Sectors
2
Strategic Portfolio
enrichment
3
MaSE – Value pricing
4
ETHOS
5
SMILE
6
ECO SYSTEM
7
Brand Acquisition - FMCG
1
Merger of Adani Ports
2
Acquisition of Monsanto
Sunflower
3
Targets PITCH BOOK
SABIC
4
Acquisition of Devgen
5
Post Acquisition
Turnaround
6
Entry strategy – ULS
projects
7
LBO deals
8
Strategic value creation themes
M&A
- Strategic marketing
- Conflict Resolution
43. Brand Acquisition
($ 25 Mn – 2002)
Godrej Sara lee Ltd – A leader in
mosquito repellent FMCG sector
Developed comprehensive analytical framework
, incorporated multiple business drivers, risks to
arrive at “stress tested acquisition price” for the
unlisted company , used multiple dimension
business tools to extract critical information in
ethical manner
Merger
($ 760 Mn – 2003)
Adani Ports limited with GMB
Built Full blown Analytical framework ,
emphasized the valuation of Assets ( both
mobile, intangible) , created scenarios for
best conversion price, adopted multiple
valuation techniques ( DCF, EVA, CCM) to
ensure quick negotiation , quick decision
making
Acquisition
($ 570 Mn – 2007)
Monsanto Sunflower seeds
Led the acquisition process for Monsanto
Sunflower seeds for global office ,
tropical germplasm required field testing
of seeds in INDIAN condition ,
coordinated project , across all fronts (
technical to commercial viability) for the
acquisition
Target Scoping
BUY SIDE Pitch Book
> 60 targets , EV > $ 500 Mn
SABIC , Syngenta
Full fledged acquisition target – self propelled
partnered with, consultants , enlisted targets
for all strategic needs for the companies,
Pitched for opportunities across SPECIALTY
CHEMICALS, FERTILISERS, MINING , AGRI
BUSINESS , SEEDS . Created strategic agenda
for M&A/ Bolt ons
1 2
3 4
M&A
44. Acquisition
($ 250 Mn – 2012) Syngenta
Devgen – Acquisition from
Monsanto
Led the acquisition of DEVGEN from
INDIA , offered view points on strategic
value creation through DEVGEN field crop
seeds ( sunflower, rice, maize)
conducted field trials , assimilated
information , provided the analytical
framework , incorporated the global/
APAC business directions ,
Post Acquisition
Turn around
($ 45 Mn – growth 122 % ,
EBIDTA 55% improved ) Syngenta
2010
High Oleic Sunflower
business
Turnaround of the Seeds business
acquired from Monsanto , developed a
robust business plan , strong
implementation , PMO , BSC , MaSE ,
GTM , CRM , techno commercial
direction . Achieved 122% growth and
improved EBIDTA from 33% to 55%.
Ultra Large
Projects
PMO | Entry
Strategy
EV > $ 500 Mn
SABIC
Led the most important ultra large
projects strategic planning and BD for
SABIC , like SABIC – SINOPEC Integrated
Petrochem project in Tianjin, Trinand E&P
project , Maaden Phosphate , Brunei
project , Potash project , Indian Fertilizers
project , appreciated
5 6
7 LBO DEALs
( PYRIDINE / CATALYST) SABIC
Proposed and advised on a potential
$124 MM strategic takeover of Assets .
Built a model that valued the company
under different scenarios.
$35.3 MM LBO of PYRIDINE Valued the
company and built a full blown LBO
model.
Determined the maximum purchase
price, and proposed an optimal deal
structure that will provide the required
minimum IRR of 25%
$4.7 MM leveraged buyout of a Catalyst
unit. Determined purchase price based
on EV/EBITDA of 5.5x.
Found and proposed cost efficiencies of
2.1% by modifying management roles,
8
45. 1) Reached out more customer at
low cost to serve : GTM strategy
- Syngenta – South SBU turn around
the business by new innovative business
practices - Identified the business pockets
where the SOW%, MS% and reach was poor
, drilled into customer profile ( where huge
cost were incurred to reach out customers
who were selling less products and margins
were low .. Customer profiling and
rationalizing was done, clear LINE OF SIGHT
/ GTM strategy developed, Redesigned the
territories , set up multiple complementary
supporting channels to minimize the COST
TO SERVE ( Resulted in 20% cost reduction
– 15% improved free time for the executives
in strategy focus , 30% sales improved , 35%
higher customer satisfaction – 100% OTIF /
100% problems solved in channels )
2) Widen the strategic canvass :
Multiple strategic market sectors
– identification and brought the SMS (
strategic market sectors ) on the agenda for
the company at global level ( SABIC –
biofuels , industrial fabrics, catalysts ,
aramids , Oil Lubricants etc , Syngenta –
Plant growth nutrients , professional
products , Floriculture , , Cadila – soft
gelatine - Influenced the strategic direction
of the company by widening the canvass (
Result - Brought in Strategic market size of
~ $5000 Mn)
3) Strategic portfolio enrichment
:To avail macro drivers Launch of
High oleic sunflower - brought in
germplasm from the newly acquired
Monsanto SF in france to india , to avail the
strategic business driver of emerging
markets edible oil and health awareness .
Participated with value chain companies
like Reliance , ADM ( archer daniel
midlands) , cargill for the buy back
arrangements Results – Syngenta has good
lead in HOSF ( business size ~ $ 60 Mn , buy
back arrangment has allowed us to create
strong value , across the value chain)
4) Liberating Potential : Marketing &
Sales Excellence Comprehensive PACKAGE
of MaSE initiated – self motivated - created
VALUE PRICING opportunities ( ie Brand are
repositioned on the new KBFs where company
has high Brand differentiation , NEW CHANNEL
SET UP m conducted coaching programs,
Introduce new KBFs, use of BRAND MODELs to
highlight brand features , , Result 20% price
premium was created as VALUE PRICE ,
highlighted the latent customer needs for
ACTARA , improved FIELD FORCE COMPETENCE (
> 10% customer calls increased)
5) ETHOS :Excellence, Transformation,
Harmonization , Optimization,
Simplification – Conducted a self developed
COACHING PROGRAM to build competence for
the newly formed SBU teams , coaching on
MARKET RESEARCH , MARKET INTELLIGENCE ,
BUSINESS PROCESSES , CAMPAIGN , BRAND
PLANNING , FIELD FORCE PROTOCOLS etc ( Result
- improved sales efficiency across all channel,
built the comprehensive SYMPACT Market data
base for all SBUs)
6) SMILE : Strategic Market intelligence
Leverage Created a comprehensive market
intelligence data base for the SBUs in SABIC,
SYNGENTA , formed the ready recknoers to
facilitate quick data access Results –
Comprehensive Market intelligence , covering
90% of the products ( all competition) at brand
level
7) ADJACENCY INDUSTRY & ECO SYSTEM DEEP
DIVES STRATEGIC ALLIANCES/ B SCHOOL CASE
CONTEST
Created the comprehensive “landscape for the
adjacent industry of Indian agrochemicals
business –to identify the scope of value creation
through co-existence or convergence GTM model
– evolved with the suitable business models to
improve crop performance – yield & quality
Strategic Marketing
46. SABIC – Global Strategy Planning for Strategic Business Units - creating strategic outlook, business
plan delivery ( Plan vs Actual directional setting support to SBUs, risk managementusing the hedging
strategies ( innovative spots & futures positions ) , link with the fundamental trends , threats,
opportunities in M&A, investments planning for the business, approaching the business customers
to understand the quality , need gaps ,loyalty building tools etc
BUSINESS OWNERSHIP
Achieved turnaround of key weak markets – result delivery – Business growth from 100 Mn INR to
1500 Mn INR turnover for Fungicides & 2200 Mn INR turnover for insecticides in 2 years time
(MS% from 5% to 25%) in key pockets of western India & Karnataka (complete Business planning,
strategies – GTM/MaSE/Pricing /BLUE OCEAN/Co-marketing/ BSC, process driven implementation
– PMO/ PDR/ Campaign planning & team building)
BUSINESS DEVELOPMENT
CADILA : Specialty Chemicals/ OIL & GAS SECTOR / REFINERIES / PETROCHEMICAL COMPLEXES –
Sulfolane – Developed the complete Strategic business plan for the 5 years – improved the sales
performance from 10 Mn INR to 2500 Mn INR in 1 years time – through business networking,
prompt customer responses , new customer acquisition, Key accounts based strategic focus,
compelling value offers / trade schemes / loyalty building / innovative ways of channel
compensation/ co-marketing strategies – resulted in wider reach to the target audience.
GROWTH STRATEGIES –/ Syngenta/ CROP PROTECTION/ SEEDS
AGRI BUSINESS DEALS – EMERGING MARKET FOCUS – Scanned the Macro Environment to identify
the value creation opportunities , using the M&A scanner tools for CROP PROTECTION / SEEDS
companies , created the BUSINESS READY RECKONER for the DEAL EVALUATION/ STRUCTURING ,
using the technical & Investment banking/ PE deal parameters
POST ACQUISITION TURNAROUND ( Business : 1200 Mn INR . Up 15% / EBIDTA 55% , 23% growth )
Syngenta / Sunflower seeds - Entrusted with the responsibility of turning around the SUNFLOWER
SEEDS business –post germplasm acquisition from Monsanto – strategizing, process driven
implementation,GTM & MaSE practices to liberate the potential
ADJACENCY INDUSTRY & ECO SYSTEM DEEP DIVES STRATEGIC ALLIANCES
Created the comprehensive “landscape for the adjacent industry of Indian agrochemicals business –
focusing on floriculture, horticulture, seeds, fertilizers , agri equipments , farm mechanization ,
sprayers , irrigation companies , micro finance companies etc – to identify the scope of value creation
through co-existence or convergence GTM model – evolved with the suitable business models to
improve crop performance – yield & quality
NEW OPPORTUNITIES ASSESSMENT – Business Planning / GTM
EXOTIC FRUITS & VEGETABLES RETAILING / BIOFUEL/ HIGH OLEIC SUNFLOWER / IRRIGATION /
CORN EXPANSION/ INTEGRATED CROP SOLUTIONS / Convergence GTM/ Co-marketing / POWER
CABLES/ CONDUCTORS / OPTICAL FIBERS
Assessed opportunities for strategic alliances , convergence GTM business model , new product
launches , existing business expansion ( Adani group – Mundra SEZ, Cadila – Panbio/ Human GmbH
– diagnostic products launch , Syngenta – Biofuels – Fruits & veges retailing , Nokia Life tool /
irrigation project, Convergence GTM– Architected the business cases & liaison with the C-suites of
the companies to create intensification
Specific Examples of Strategic Marketing
47. Strategic
Marketing
GTM
Co-
marketing
KAMs
M&A
TURNARO
UNDS
BLUE
OCEAN
ECO-
SYSTEM
Liberating potential by Strategic
Marketing & Eco-system affiliation
Strategy formulation &
Management- Balanced Scorecard/
PMO - for the StrategicMarketing
Sectors / Business planning/ Business
Developmentopportunities/ New
productlaunches / Business
Operations– End to End business
Delivery
Devised the GTM strategies for All
business units – intensive market
planning,customer segmentation,
value propositions,suitable business
models incorporated
NPD – New products development –
completeresponsibility of handling
End to End business aspects like
ProductRegistration , Marketing
Strategies , GTM , Launch,
successfully launched several new
products with very high MS% in
2years / Devised the NPL process
ECO-SYSTEM Scanning conductedto
evolvewith robust value chain / step
out links
Liberating potential of the brands , by innovative
marketing
Customer Analytics & Insights – created micro Value
offers , carefully incorporatingthe recency ,
demographics,purchase intentions,buying behavior,
Point of Sales influence , customer aspirational
attributes
Value Pricing - Complete market planning based on
well defined customer segments , with clearly identified
KBFs and the brand equity( BEM) measurementacross
the segments , to evolve with key differentiation &
Value pricing opportunity
Brand Reinvigoration/ repositioning – using BRAND
MODEL ( the desired KBF , brand perception, visible
attributes–-created the branding campaignusing
effectively design – channel mix, media mix, customer
mix to maximize the reach at minimal cost to serve …
Stress test the pricing impact using the intensive
market research practices of pricing –BPTO- Brand
price trade off / PSM- price sensitivity meter/GG-
Gabor granger/ CBC – Choice based conjoint
Transactional pricing – identified and improved key
drivers affecting the market price dynamics, achieved
highest customer satisfaction through channel
compensationprocess
InnovativeBranding through LITERATURE / A&P
promotionalmaterials / compellingBRAND
EXPERIENCE & inviting merchandising – designed and
implemented
Brand equity Building through multiple touch points ,
Customer connectivity , B2C, online presence ,
devising the brand communication – addressing the
key brand strengths and the USP to maximize the
awareness , SOM% and POP visibility .
Customer
Centricity
Increase in
SOW/
Loyalty
Building
CLUBs
Channel
Compensati
on
Liberating potential by re-invigorating
the channel
Channel compensation – conducted
the MR to identifythe Market
malpracticesof Price undercutting&
devisedthe transactionalpricing tool –
A uniqueSIMULATOR designedto see
the impact of various forms of off-
invoice discounts/ rebates on the
overallsales – incorporatingthe media
spends in terms of A&P/ trade
schemes.
Voice of Customers surveys conducted
across the region to evolve with the
best responses and identifywhat
worked well to achieve those best
responses – created the replicable
models
Customersatisfaction surveys
conducted to ensure that the
feedbacksare well captured in terms of
companyservices/ credit
notes/accounts/OTC/ATRbusiness
process & Customer LOYALTY
Strategic Marketing Snapshot
Market research & Intelligence & Branding
Market / SALES Planning
Market research
Value PRICING*
Brand Equity Build
Brand PRISM*
Budgets
( S&OP/A&P)
Customer PACKs / KITS ( customized Product kits)
48. 1) Assessment to Alignment : Cross
functional team player | Co-owning
the vision | Sparring Business partner
was appreciated by global and regional
stakeholders for quick , honest, truthful , clear ,
accommodative ,passion , executional rigor ,
tenacity ,- have provided the company multiple
thoughts/ ideation , model the processes ,
inculcated the spirit of excellence, motivation to
the colleagues , energize , liberate potential
Result was the first choice of partner in almost
all projects of the company , required for
analytics , architecting , projects management)
2) Trusted team player : Thought
leadership , seeking opportunities to
effectively engage with leadership –
with constant striving for looking for value
creation opportunities and for effectively
engaging with senior leaders , crafted SHINE -
self help , induction and engagement program
was useful in creating multiple projects at
individual and team level ( Result - reinvigorate
the business with renewed zest and energy ,
Output – A Mckinsey project report from
normal team mates)
3) Flexibility and ability to navigate
multiple levels with ease : use of
multiple best practices to evolve with
smooth , quick response seeking
process egoless , genuine , participative ,
flexible business orientation , easy composure ,
allowing others to open up , genuine friendly
concern , no loose talking , process system
driven + customized responses to
accommodate the situation Results – people
feel free to approach me on almost all occasion
and they share useful feedback
4) Fact based Conflict resolution : EASY
COMPOSURE / Non verbal
communication Intra department
conflicts IDCs brought in analytical
perspective , developed models ( ETHOS/ Biz
SIMULATOR / EVA) incorporating negotiation
and tradeoff optimization mechanism to
address the various IDCs like Sales dept
insistence on more trade off invoice benefits vs.
reach vs. Marketing A&P , need for more
awareness etc . Brought in the concept of
frequent Strategic dialogue to address that
company don’t miss out on Undercurrents ,
bigger picture ( i.e. CONVERGENCE GTM, VALUE
CHAIN participation , Created an EASY
COMPOSURE to allow and facilitate “free
thinking, free expression” to address the root
cause ( ie sales force wanting more training )or
not receiving enough strategic focus or
executional rigor from seniors etc) ,Result
employees started taking true interest , sense of
belongingness improved , more accountability
and ownership of tasks improved
5) Liberate Potential : Human Potential
– Conducted and self designed several coaching
programs eg ETHOS , SMILE , SHINE to help the
team for knowledge enrichment and execution
– facilitated engagement of the team with the
strategy planning and implementation ,
developed BSC KPIs ( Result - successfully able
to create Market intelligence SYMPACT tool in
1 month – covering 75000 market entries ( 30
companies X 10 products X 50 brands/ product
category X 5 year numbers )
6) Creating Edge : Drive performance to
highest standards – focusing on the
organizationalvalue system , always on Brand ,
always rendering high quality . Incorporated
multiple best practices across many sectors
Conflict Resolution
