Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Marketing Busuness Art 2012


Published on

  • Be the first to comment

  • Be the first to like this

Marketing Busuness Art 2012

  1. 1. Succession Planning: KeyElements Assessment of Key Positions Identification of Key TalentDevelopment KeyMonitoring Elements & Review Assessment of Generation of Key Talent Development Plans
  2. 2. Gets the whole team workingtogether,to achieve defined and measurablyimproving results
  3. 3. TEAMGreat things in a business neverdone by one person
  4. 4. Get operation right• Determine strategy, systems & processes• Set objectives for individuals and teams• Improve recruitment & induction practices• Provide initial and advanced training• Implement coaching and appraisal systems• Improve the exit interview process• Implement practices for managing continuous improvement• Include supervisor and management overviews at key stages, to ensure consistency of message and develop team spirit and synergy
  5. 5. Company health?• Cash-flow is the life-blood of the organization; and sales are not real sales until they are paid for
  6. 6. How it works• Integrate the whole credit team, from senior manager to collector; recruiting to best practice standards; and training to meet development needs of both business and individual.
  7. 7. Accounts going bad?• Non-performing accounts damage your business, which means that you may need to:• Review your strategies for credit scoring• Examine your policies for managing debtors• Whatever your situation, recover, by implementing focused, cost-effective mechanisms to improve your bottom line
  8. 8. Why experience these• Weak return on Credit Risk management investment• Poor balance on your risk/reward equation• Bad debt surprises• Concerns about levels of bad debt• Manual process in volume-driven business• Expensive collections operation• Inconsistent treatment of customers in default• Concerns about levels of bad debt
  9. 9. Why experience these• Ineffective working methods• High flow rates• De-motivated collectors
  10. 10. When you could have these• Increased performance• Development for your staff, team leaders and managers• World-beating collection skills training• Coaching processes• Early warnings• Collection set-ups• Best-applicable management strategy• Best practice working methods
  11. 11. And• Extensive know-how of the collections business•• Practical re-engineering methods
  12. 12. Do these• Diagnostics into your operations, measured against KPIs to set an objective picture• Establish metrics in all stages of operations, to ensure all transformations are pre- evaluated on a cost / benefit approach and then objectively measured• Apply tactics that have the minimum investment cost, always targeting the profitability of your operations
  13. 13. When you could have these • Increased performance • Development for your staff, team leaders and managers • World-beating collection skills training • Coaching processes • Early warnings • Collection set-ups • Best-applicable management strategy • Best practice working methods
  14. 14. 4 Concepts of Success• Injecting personality• Reality of social media• Massive value to customer• Conventional wisdom
  15. 15. 2 Strategies• Surving the world• Part of pries for Nobel cause• Product positioning
  16. 16. Important Fact• Product quality is mostly, NOT the defining factor of success Marketing and positioning are the TWO key factors
  17. 17. Balanced• Financial ( Share Holders)• Customer ( Value )• Internal (Systems , Processeses)• People (Capabilities ,Skills, Training )
  18. 18. Scorecard GoalMeasure Target
  19. 19. DashBoardVisual Representation ofMeasure Target
  20. 20. Strategic Objectives • Architecting • 3-5 year Departmental mini vision statementsFinancial Improve ProfitplityCustomer Grow our ShareInternal Enhance operation efficiencyPeople Develop our workforce
  21. 21. Goals• Brick laying• 1-3 year SMART Departmental action statements ( Must be starting from verb increasing developing decreasing• Specific• Measureable• Attainable/Actionable• Responsible/Result• Time bound
  22. 22. Action PlanGoal: Increase customer satisfaction10% by JunePriority Action Who Sta End Cost % Status Item rt Compl eteHigh Marketin Somia Mar June 0 50 % Green g plan ch 10 Yellow 10 Red
  23. 23. Competitive advantage • Best at • Why your customer by from you
  24. 24. KPI RAW Progress Change Ex New 95 % 22 growth in customer Complete sale Source CRM Project plan PNL Frequency Monthly Quarterly DashBoard Charts
  25. 25. Strategy Offsite/Retreat or DIRECTION Seating When Whow Were are we now Month Surreys Thinking style
  26. 26. Presentation Checklist• Significance• Structure• Simplicity• Rehearsal
  27. 27. Significance• Why does it matter• How do I their grab attention• What do I want them to do
  28. 28. Structure• Convincing• Memorable• Scalable
  29. 29. Simplicity• 1 Point per slide• Image when ever possible• Few matching colors• Very few fonts
  30. 30. Rehearsal• Present it aloud• Get feedback• Room and equipment
  31. 31. Concepts and problem of communication• No two people are exactly alike• No two countries are exactly alike• No two cultures are exactly alike ResultProblems with communication occurWhen the communication filters aresharply different