181119 rb approach commercial steering
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The document discusses the need for companies to adopt integrated commercial steering to better manage their toplines and achieve profitable growth in evolving markets. It states that commercial silo excellence is no longer sufficient on its own. Integrated commercial steering can help companies bridge the gap between functional excellence and cross-functional ambition by taking an end-to-end view of profit contribution across commercial functions like pricing, distribution, sales and ancillary products. The summary discusses some of the key success factors and benefits of implementing integrated commercial steering such as top management support, clear scope and ambition, financial linkage, and breaking up silo mindsets to better target goals and optimize spending.
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- 1. 1181119 RB Approach_Commercial Steering.pptx Trends Are you sure you always get the biggest bang for your commercial buck? Source: Roland Berger COMPANIES NEED TO RE-GEAR COMMERCIALLY TO STAY ALOFT AS MARKETS EVOLVE DIGITALLY – COMMERCIAL SILO EXCELLENCE ISN'T SUFFICIENT ANYMORE Problem Execution gap on profitable growth Only 1 out of 10 companies actually achieve this over 5+ years Solution Integrated commercial steering to achieve and maintain profitable growth in the long-run Often focus solely on cost reduction and exposed to volatile top lines – "Shrinking to greatness" Complexity and speed in markets grow – value chains transform into value networks Commoditization pushes "ancillaries" upwards on commercial agendas Customer acquisition gets fragmented and volatile, while its relevance for gross profits increases Success factors Enable to manage topline with same stringency as cost Allow for targeted heuristics and latitude – Informed by analytics Shorten lead times and allow for latitude for decision-making Ensure end-to-end view on profit contribution
- 2. 2181119 RB Approach_Commercial Steering.pptx Source: Roland Berger INTEGRATED COMMERCIAL STEERING BRIDGES THE GAP BETWEEN FUNCTIONAL EXCELLENCE AND CROSS-FUNCTIONAL AMBITION ON GROSS PROFIT Integrated commercial steering Control P&L impact of measures Prioritize and manage topline measures Adapt to challenges and opportunities in flexible teams Re-allocate tactical budgets fluidly Optimize for end-to-end profit contribution Apply simple rules to sense check gross profit trading 1 2 3 4 5 Benefit 2 Overall management for gross profitIntegrated steering Ancillary products Pricing & Distribution Yield ManagementSales Streamline functional excellence towards joint gross profit target Benefit 1 Aligned targets and excellenceCommercial functions 6
- 3. 3181119 RB Approach_Commercial Steering.pptx Source: Roland Berger Integrated commercial steering What's needed? Key success factors to get this in place Top-management sponsoring Clear scope and ambition level Value based design of use cases and incremental implementation Ownership and involvement of all commercial teams Financial linkage and support IT involvement from the start Sense for value creation and commercial operations A WIDE RANGE OF REQUIREMENTS NEED TO BE IN PLACE TO RUN INTEGRATED COMMERCIAL STEERING ROBUSTLY AT SCALE "Simple rules" KPI logic Commercial levers Topline impact ("Gross profit") System support Organizational anchor P&L linkage Commercial alignment
- 4. 4181119 RB Approach_Commercial Steering.pptx Source: Roland Berger INTEGRATED COMMERCIAL STEERING YIELDS TANGIBLE BENEFITS AND BREAKS UP SILOS ON THE JOB WHERE NEEDED Results > Infuse end-to-end responsibilities and break up silo mindset > Management by results rather than isolated process > Agility – rather than alignment in budgeting > Flexible teams, adaptive for challenges and opportunities Organizational change (on the job) > Targeting aligned and broken down into actionable rules > Tactical spend optimized across commercial functions (e.g. online mktg. easily 2x pricing impact) > Initiatives assessed and prioritized by end to end profit contribution > Partner management based on value contributions Commercial management > Transparency on commercial costs (broken down, standardized, and linked to P&L) > Impact of commercial initiatives on P&L cost items > Targeting and framework for stringent management Cost management System supported controlling of measures and P&L impact Reduction of >1% of overall commission costs across B2B partnership portfolio due to renegotiations based on value creation mapping Commercial cost >1 bn € for major European airline broken down into 20+ positions for end-to-end cost management Due to aligned profit targets, increase of 15% revenue growth and 1% gross profit margin realized at major travel company Exemplary results and achievements