TelTech Markets
Central Europe

LOGO

D. Caroline D. Hélène D. Adriana
D. Sophie D. Stefania
L. Charlotte
Agenda

1

Introduction – Industry overview

2

Key Account Status and Perspectives

3

Business Strategy

4

20 Selected ...
Agenda

1

Introduction – Industry overview

2

Key Account Status and Perspectives

3

Business Strategy

4

20 Selected ...
Introduction
Based on data provided, our current and potential customers –
Key, A and B accounts occupy 60% in our busines...
Industrial perspectives in CEE
Space Industry Europe

Telecom infrastructure industry 2011

5%
Growth of the medical secto...
Agenda

1

Introduction – Industry overview

2

Key Account Status and Perspectives

3

Business Strategy

4

20 Selected ...
Key Account Status - Siemens






Founded in 1847
Leading player all over the world
Sales in FY 2012: 78 M € (+7%)
Nu...
Key Account Status - Siemens
3 main strategic objectives for Siemens:
• Cut costs
• Boos competitiveness
• Become less bur...
Key Account Status - Siemens
- Trust & Proximity
- Strong financial basis
- Benefit from the expertise of Siemens
- Siemen...
Agenda

1

Introduction – Industry overview

2

Key Account Status and Perspectives

3

Business Strategy

4

20 Selected ...
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
focu...
Our Strategy
Business Objective

Based 3B concept, the
business strategy will
be focusing on 3 main
area
Diversification o...
Agenda

1

Introduction – Industry overview

2

Key Account Status and Perspectives

3

Business Strategy

4

20 Selected ...
Targeted Segment Activities
• Telecom infrastructure: Alcatel- Lucent (124) Siemens
communication (143,145)

Traditional

...
Which opportunities and why?
Traditional Segment
Telecom
Infrastructures
Source of « safe » revenues thanks to our
experti...
Telecom Infrastructures

#

Customer

143

Siemens
Communication

145

Siemens
Communication

124

Alcatel Lucent

Part

O...
Subcontractor

#

184

Customer

Solectron
Rumania

Part

OSC300-PR

Class

S

% Margin

40%

% TAM

23%

Interest

Cost
R...
Space

#

200

150

155

Customer

Skytronic

Austrian
Aerospace

EADS

Part

SAW300-RF

OSC400-HR

OSC400-HR

Class

Lead...
Which opportunities and why?
New Strategic Segment

Automotive
One of the largest industry sectors in Europe and
especiall...
Automotive

#

Customer

147

Siemens
VDO

148

Siemens
VDO

182

Mercedes
Benz

183

Volkswagen

Part

SAW100-GP

SAW100-...
Which opportunities and why?
New Diversification Segment
Automation
Diversification strategy with developing sectors
of ac...
Automation
#

132

136

137

196

Customer

Siemens
Building

Siemens
Building

Siemens
Building

Plisch

Part

OCS100-GP
...
Broadcast

#

169

175

191

Customer

Rohde &
Schwarz

Temex Time

Globes

Part

OSC300-PR

SAW400-PR

SAW400-PR

Class

...
Medical

#

171

179

Customer

SEH

Tyco
Electronics

Part

OSC100-GP

OSC100-GP

Class

B

B

% Margin

42%

42%

% TAM
...
20 options - Probabilities
Segments

Automation

196

147 148

132
132

137

Automative

136 145
191 169
169

Broadcast

•...
Agenda

1

Introduction – Industry overview

2

Key Account Status and Perspectives

3

Business Strategy

4

20 Selected ...
2012 Sales Forecast
20 Opportunities

K Units
200 173 Kunits
263 513 K€

2011

2013
2012 Sales Forecast

• Diversification
• Profitability in value
and volume
• 88% of our profit
comes from the safest
oppor...
Agenda

1

Introduction – Industry overview

2

Key Account Status and Perspectives

3

Business Strategy

4

20 Selected ...
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 i...
What’s next?
EXISTING CRM STRATEGY

NEW CRM STRATEGY

New CRM Services deliver a differentiated and highly competitive cus...
Agenda

1

Introduction – Industry overview

2

Key Account Status and Perspectives

3

Business Strategy

4

20 Selected ...
Summary
Strategy of diversification for TelTech
thanks to its K accounts.
Central Europe is a strategic zone that we
nee...
LOGO
Appendix
#

Type

Status

Class

Contact

Activity

124
132
136
137
143
145
147
148
150
155
169
171
175
179
182
183

CUST
...
Appendix
Activity

K€1

K€2

K€3

K€4

Total K€

Total Automation

14

170

480

600

1 265

Total Automotive

11

199

76...
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CRM Case 1: Central Europe Market Strategy - Simulation situation

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CRM Case 1: Central Europe Market Strategy - Simulation situation

  1. 1. TelTech Markets Central Europe LOGO D. Caroline D. Hélène D. Adriana D. Sophie D. Stefania L. Charlotte
  2. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 27. 2012 Sales Forecast 20 Opportunities K Units 200 173 Kunits 263 513 K€ 2011 2013
  28. 28. 2012 Sales Forecast • Diversification • Profitability in value and volume • 88% of our profit comes from the safest opportunities
  29. 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. 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. 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. 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. 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. 34. LOGO
  35. 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. 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

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