Increased sales for petroleum distributors
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An example of using balanced scorecard methods to identify new prospects and track sales over time.
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Increased sales for petroleum distributors
- 2. Support Petroleum Distributors with Technological Sales & Marketing Weapons Sales and Marketing Tools ○ Website ○ Web Presence ○ Marketing & Lead Development Balanced Scorecard & Six Sigma ○ Dashboards ○ Scorecards ○ KPI’s ○ Metrics
- 3. Increased Sales Using Market Penetration Analysis A Balanced Scorecard discipline applied to an examination of markets Scorecards & Dashboards Elements which allow you to measure performance Marketing Perspective Using your web presence to support focused sales efforts
- 4. Increase Volumes Service Vision Improve Profits Product Value New Business Needs Met New Markets Acquisitions Credit Process Sales Competency Equipment Leadership Skills Drivers Accounting Processes Leads & Prospects
- 5. Sustained Productivity Profits Growth Financial Improved Share of New New Efficiency Markets Customers Margins Wallet Price Accountability Selection Customer Quality TCO Brand Operational Processes Customer Management Innovation Processes Regulatory & Social Inventory Profile Automation Environment Internal Sales Order Entry Targeting Promotion Safety & Health Invoicing Retention R&D Community Scheduling SOW Growth Execution Development Human Capital Learn Information Capital & Grow Organization Capital Teamwork Culture Leadership Alignment
- 6. Mine your sales data Add missing elements for robust analytics Deep Statistical Dive Score & Rank existing customers Establish Profiles for each segment Compile Market Prospect list Prioritize the list Provide metrics and dashboards
- 7. Most profitable by total margin contribution in commercial fleet Had 16 lube deliveries Had 100+ fuel deliveries a year Utilized card lock with fleet cards Had Revenues of $5 Million + Operated in more than one location Had advertising spend annually of over $10k Had offices above 7200 sq ft Operated over 70 trucks Had 24 hour operations Operated in more than 3 states Over 16 additional data points
- 8. Most profitable by CPG margin in commercial fleet Privately held Had 40+ fuel deliveries a year Utilized Onsite fueling Had Revenues of $1.8 Million + Operated in one location Had advertising spend annually of over $3700 Had offices above 2600 sq ft Operated over 4 trucks but less than 10 Had 12 hour operations Operated in 1 state Over 16 additional data points
- 9. In the targeted market area Identified 60+ Prospects ○ 34 already customers 9 had fuel sales possible - SOW 19 had lube sales possible – SOW 24 totally new business opportunities
- 10. Fleet Market Penetration Fleet Brand Share Unknown Castol Castol 3% 5% 10% Total Chevron Our Company 10% 12% Chevron Conoco 40% Competitor A 18% Shell House Competitor B 17% Conoco Mobil Competitor C 15% 30% Petro Canada Competitor D Petro Canada Mobil 18% Shell 10% 3% House Total 9% Fleet Market Penetration Trend 45 40 35 Our Company 30 Competitor A Count 25 20 Competitor B 15 Competitor C 10 Competitor D 5 0 Q1 Q2 Q3 Q4
- 11. Fleet Brand Market Penetration Trending Fleet Brand Market Share 20 18 Q4 16 14 Q3 12 Count 10 Q2 8 6 Q1 4 0 10 20 30 40 50 60 70 80 90 2 0 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Castol 2 5 5 5 Castol 2 5 5 5 Chevron 9 13 17 18 Chevron 9 13 17 18 Conoco 7 12 14 15 Conoco 7 12 14 15 House 3 5 8 9 House 3 5 8 9 Mobil 12 18 19 19 Mobil 12 18 19 19 Petro Canada 1 3 3 3 Petro Canada 1 3 3 3 Shell 9 12 12 12 Shell 9 12 12 12 Unknown 17 10 6 3 Unknown 17 10 6 3