2. Where did I work
• GiPlast Group
• Rehau
• Dayco
• Optibelt
3. Basics / Requirements
Market size / potential
Product / service range
Distribution / infrastructure
Pricing
Trends
4. A case history:
Development of EEU independent automotive
aftermarket
June 2000 – After a division restructuring, I am
given the objective of developing sales in the
fast growing EEU market... John (GM) says: «We
expect a two digits growth over the next five
years..» «OK, boss!» my response
5. Step 1 - Assessment
• Less than 1 mln € TO with 2 accounts
• Little or no knowledge of the market
• Limited budget
6. Step 2 - Goals
• Gather market information
• Visit at least 3 exhibitions
• Find an agent with long track record in
the EEU and good brand portfolio
7. Step 3 - Results
• More than 7 mln € within 4 years
• Growing market share through
strategic distributors and OES partners
• Opening of branch offices in Russia
and Poland
8. But..that was the past...
are we sure that this model still works??? (RAQ: rarely
asked questions)
Does the distinction B2B / B2C still make sense?
«Top –down» and «bottom-up» .. and?
Ability of sharing views are the future business model...
but HOW? What does «imagination» mean? (Not only
«eyes» / «dreaming», but also logic, design, numbers)
9. In a saturated market
dynamics are different
(RAQ: rarely asked questions)
Whatcha doing to promote creativity?
What hinders your team to challenge status quo and
generate new ideas? Do we encourage creativity
enough? Do we appraise only positive results?
10. Win & Lose: Alliances and
Weconomy (RAQ: rarely asked questions)
Are we ready to share our views with others?
Are we ready to give up a little steering power?
What hinders us to create a new alliance?
Are we trying to set foot in new markets through «old»
channels?
11. Speed – are we quick on
our feet? (RAQ: rarely asked questions)
How quick are we to catch up with the cutting edge?
Are we slow in updating the competences of our team?
How quickly can we introduce new product lines?
What are we doing to «speed up» our business?
12. «Decluttering the company»
PETER DRUCKER once observed that, “Much of what we call
management consists of making it difficult for people to work.” Nine
years after the management guru’s death, his remark is truer than
ever: employees often have to negotiate a mass of clutter—from
bulging inboxes to endless meetings and long lists of objectives to
box-tick—before they can focus on their real work. For the past 50
years manufacturers have battled successfully to streamline their
factory floors and make them “lean”. Today, businesses of all types
need to do the same in their offices. ( “The Economist”Aug 2nd 2014)
