This document outlines a strategic restructuring plan for GSG to return to double digit growth. It identifies focusing on small and mid-sized business customers and solutions-oriented products as the key strategies. The plan involves prioritizing industries like business services, manufacturing, and financial services for sales efforts. The goal is to increase revenue growth, market share, employee and customer satisfaction through organizational changes and entering low competition, high growth markets.
DemandTec eBook: Total Trade OptimizationIBM DemandTec
Demandtec provides a framework called Total Trade Optimization to help companies optimize trade promotions. It has 5 core components: 1) Drive trade strategy and account-level planning by linking strategic planning to customer-level plans. 2) Support predictive and post-event analytics. 3) Incorporate shopper insights. 4) Integrate with existing systems. 5) Enable retail collaboration. Total Trade Optimization addresses the roots of trade promotion optimization, where it is currently, and its future, using these 5 components to create better trade plans and sales forecasts while lowering costs and improving retailer collaboration and execution.
This document is an eBook from DemandTec that discusses the future of trade effectiveness and optimization in the consumer packaged goods industry. It outlines how new capabilities now allow linking top-down and bottom-up trade planning and incorporating shopper insights. These advances can improve returns on massive annual trade promotion investments and help manufacturers build more compelling sell-in propositions for retailers. The size of the trade promotion prize makes even small improvements very valuable.
The document discusses a strategy called the 3C Strategy to help a company maintain sustainable long-term growth. The 3Cs stand for Correct, Change, and Create. The Correct approach involves reorganizing departments. The Change approach uses a hybrid business model. The Create approach focuses on expanding into the hotel market through partnerships. The strategy aims to establish new revenue streams while enhancing operations through the 3Cs to achieve long-term growth.
The document provides an overview and sample report of a business performance measurement tool called The Business Mirror. The tool allows businesses to [1] analyze key areas of their operations in a short period of time, [2] critically assess their performance by benchmarking against industry standards, and [3] identify areas for improvement to help their business grow. The sample report shows performance metrics and targets across various business functions including sales, operations, finance, protecting the business, and people.
The process of introducing a product to market is a serious undertaking. Unfortunately for many companies it’s merely an afterthought; a set of deliverables created from a checklist at the end of product development. There are ten easily identifiable signs that can help forecast if a product launch may be in trouble. Signs you can address and fix before the launch becomes a disaster.
The document discusses the increasing complexity facing marketers and the challenges of optimizing marketing mix and investments. It describes how ThinkVine's platform uses agent-based modeling to simulate consumer behavior in response to various marketing scenarios, allowing marketers to evaluate tradeoffs, test new ideas, and optimize spending across channels. Case studies demonstrate how ThinkVine helped clients increase revenues, acquire high-value customers, and adjust tactics to drive adoption of new products.
The Strategy accelerator - Business models with sustainable competitive advan...Alfred Griffioen
Innovate your business model to gain higher ROI. Determine your sustainable competitive advantage (market relevancy or a unique product) and choose your strategy: ally, combine, excel or consolidate. This presentation in English is based on the Dutch book 'De strategieversnelling'. See www.strategy-accelerator.com
This document discusses six essential dimensions for sales force success: 1) Strategy and Structure, 2) Customer Knowledge, 3) Talent, 4) Climate, 5) Processes, and 6) Support Systems. It explains that high performing sales organizations integrate these six dimensions and regularly evaluate and adapt them. Specifically, it emphasizes having a clear sales strategy aligned with business goals, understanding customers, developing sales talent, fostering a positive work climate, defining sales processes, and providing competitive intelligence and other support to sales teams.
DemandTec eBook: Total Trade OptimizationIBM DemandTec
Demandtec provides a framework called Total Trade Optimization to help companies optimize trade promotions. It has 5 core components: 1) Drive trade strategy and account-level planning by linking strategic planning to customer-level plans. 2) Support predictive and post-event analytics. 3) Incorporate shopper insights. 4) Integrate with existing systems. 5) Enable retail collaboration. Total Trade Optimization addresses the roots of trade promotion optimization, where it is currently, and its future, using these 5 components to create better trade plans and sales forecasts while lowering costs and improving retailer collaboration and execution.
This document is an eBook from DemandTec that discusses the future of trade effectiveness and optimization in the consumer packaged goods industry. It outlines how new capabilities now allow linking top-down and bottom-up trade planning and incorporating shopper insights. These advances can improve returns on massive annual trade promotion investments and help manufacturers build more compelling sell-in propositions for retailers. The size of the trade promotion prize makes even small improvements very valuable.
The document discusses a strategy called the 3C Strategy to help a company maintain sustainable long-term growth. The 3Cs stand for Correct, Change, and Create. The Correct approach involves reorganizing departments. The Change approach uses a hybrid business model. The Create approach focuses on expanding into the hotel market through partnerships. The strategy aims to establish new revenue streams while enhancing operations through the 3Cs to achieve long-term growth.
The document provides an overview and sample report of a business performance measurement tool called The Business Mirror. The tool allows businesses to [1] analyze key areas of their operations in a short period of time, [2] critically assess their performance by benchmarking against industry standards, and [3] identify areas for improvement to help their business grow. The sample report shows performance metrics and targets across various business functions including sales, operations, finance, protecting the business, and people.
The process of introducing a product to market is a serious undertaking. Unfortunately for many companies it’s merely an afterthought; a set of deliverables created from a checklist at the end of product development. There are ten easily identifiable signs that can help forecast if a product launch may be in trouble. Signs you can address and fix before the launch becomes a disaster.
The document discusses the increasing complexity facing marketers and the challenges of optimizing marketing mix and investments. It describes how ThinkVine's platform uses agent-based modeling to simulate consumer behavior in response to various marketing scenarios, allowing marketers to evaluate tradeoffs, test new ideas, and optimize spending across channels. Case studies demonstrate how ThinkVine helped clients increase revenues, acquire high-value customers, and adjust tactics to drive adoption of new products.
The Strategy accelerator - Business models with sustainable competitive advan...Alfred Griffioen
Innovate your business model to gain higher ROI. Determine your sustainable competitive advantage (market relevancy or a unique product) and choose your strategy: ally, combine, excel or consolidate. This presentation in English is based on the Dutch book 'De strategieversnelling'. See www.strategy-accelerator.com
This document discusses six essential dimensions for sales force success: 1) Strategy and Structure, 2) Customer Knowledge, 3) Talent, 4) Climate, 5) Processes, and 6) Support Systems. It explains that high performing sales organizations integrate these six dimensions and regularly evaluate and adapt them. Specifically, it emphasizes having a clear sales strategy aligned with business goals, understanding customers, developing sales talent, fostering a positive work climate, defining sales processes, and providing competitive intelligence and other support to sales teams.
As a supporter of open innovation in SM we present our thoughts on what is involved
in advancing Supply Management as a core competence and invite interested parties to share their views to develop this theme.
What is your product's social strategy?Jon Gatrell
The document discusses the need for companies to develop a social media strategy for their products. It notes that while many companies are experimenting with social media tools, few have incorporated them into a comprehensive strategic plan. The document provides survey results showing that while social media is considered important by many, only a small percentage have made it a major part of their marketing programs. It emphasizes that developing a social strategy is necessary to guide appropriate use of tools and maximize their benefits for business goals.
This document discusses how only a small percentage of companies achieve fast growth, breaking through barriers to the next stage of development. It identifies that ambitious growth targets, product and service innovation, strong international outlook, and partnerships are characteristics of fast growing companies. The primary condition for breakthrough is excellence in attitude, market insights, and managing the growth process through clear goals and an iterative feedback loop. Growth must be carefully managed through four steps, with a focus on execution to deliver results and outperform competitors. Different growth stages require focusing on different aspects such as validating the business concept, building management capabilities, or expanding production and sales.
Is Your Product Launch Doomed
10 ways to identity an impending product launch disaster.
The process of introducing a product to market is a serious undertaking. Unfortunately for many companies it’s merely an afterthought; a set of deliverables created from a checklist at the end of product development. There are ten easily identifiable signs that can help forecast if a product launch may be in trouble. Signs you can address and fix before the launch becomes a disaster.
Presentation by National University of Singapore - Winners of CBS Case Compet...CBS Case Competition
Presentation by National University of Singapore - Winners of CBS Case Competition 2011. Congratulations to Caroline Ng, Candice Lim, Peh Che Min, and Tobias Chen. Presented at the Finals March 4, 2011.
This presentation form part of CBS Case Competition. Views, opinions and suggestions expressed in these presentations are the sole work of the case study writers, and are not neccessarily shared by H&M
Visit www.casecompetition.com to see more.
The document discusses the need for sales enablement and revenue performance management. It notes that sales performance has declined in recent years while revenue targets have increased. It also discusses trends toward greater focus on revenue in the boardroom and by executives. The document advocates for removing silos between marketing and sales and taking a more holistic view of the buying funnel. It promotes sales enablement tools and programs to increase sales productivity and optimize sales processes. The goal is to get more qualified leads, make sales reps more productive, and help opportunities move through the sales cycle faster.
This document discusses marketing strategies and plans. It explains that marketing is used to reach, satisfy, and retain customers profitably. Businesses must establish operational procedures to implement their marketing strategy. Modern marketing utilizes various social sciences and involves both science and craft. The marketing plan is a blueprint that outlines how a business will achieve its revenue and growth goals. It identifies customer needs, competition, and measures for generating sales. Marketing professionals can help guide businesses through developing and implementing effective strategies.
The document is about the politics of agile development methods from Pragmatic Marketing. It discusses how developing products is difficult and features often get prioritized over market problems. It notes how more documentation gets created rather than completing the product. The document advocates for product managers to represent market needs and be the single voice of priority on the team.
Introduction to Marketing - Session 2 at ITM, Mumbai. Includes:
Targeting
What is good marketing research?
Marketing research Questions
Types of information
Types of market research
Market research summary
Test Market
Define Target Audience
Estimate market potential
Analyze market share/share of customer
Track competitors
Identify market characteristics & trends
Analyze sales data
Sales forecasting: Existing / new products
Product
• Product Strategy
• Product Essentials
• Features and Benefits
• Classifying products
• Product line and mix
• Branding
• Packaging and LabellingTrademarks
Positioning and Brand Building
• The Art of Positioning is Marketing
• Positioning the game of Mind and Heart
• Brand is a Promise
• Brand is owned by Customers
• Understanding Brand Drivers
• Brand Attributes
• Brand Architecture
• The Positioning Template
The document discusses creative ways for a property developer, SHC, to maximize sales in an oversupplied market. It proposes strengthening the SHC brand through consistent branding, testimonials, and events. It also suggests joint marketing partnerships with hotels, banks, and other organizations to promote SHC properties. Finally, it outlines building customer loyalty through welcome kits, newsletters, and prioritizing high-value customers to increase repeat purchases and cross-selling. The overall goal is to differentiate SHC in the market and maximize sales through various marketing strategies.
This white paper discusses how to assess an organization's readiness for implementing Marketing Operations (MO). MO is an emerging discipline that can significantly increase marketing performance and accountability. The paper provides a checklist for determining if a company is a good candidate for MO based on characteristics like market dynamics, budget size, and process maturity. It also outlines common pain points MO can address, such as a lack of strategy, difficulty measuring ROI, and siloed functions. Finally, the paper presents an ideal vision of marketing's contribution with MO as a creative, results-driven function that helps define strategy and leads customer experience.
This document discusses Revenue Performance Management (RPM) as a strategy for managing a company's interactions with buyers through the entire purchase process to enable predictable, rapid and profitable revenue growth. The key benefits of RPM include helping businesses grow faster, better forecast long-term revenue, optimize resource allocation, and spot revenue outliers. RPM has emerged as a strategy due to trends enabling a 360 degree view of customers, measuring sales and marketing activities, and scaling personalized interactions. Successful RPM requires modeling the integrated sales and marketing funnel, continuous improvement through benchmarking, making data actionable through deep analytics, and long-term forecasting to identify new opportunities.
The document discusses strategic planning and marketing. It provides learning outcomes that explain the importance of strategic marketing and developing a marketing plan. The marketing plan elements include a business mission statement, situation analysis, marketing strategy, marketing mix, and implementation, evaluation and control. A situation analysis involves a SWOT analysis to identify internal strengths and weaknesses, as well as external opportunities and threats. The goal of strategic planning is long-term profitability and growth for the organization.
Our services can help businesses from around the world establish and expand their operations in India across various sectors such as consumer goods, retail, and industry. We provide strategic support for market entry and expansion through initiatives related to market exploration, business planning, product development, distribution, promotion, and talent acquisition. Our goal is to make brands successful in India through an in-depth understanding of the market and consumers.
BearingPoint: Beyond the horizon of retail analyticsJari Laine
This white paper describes how business analytics can be successfully used by a retail organization. It also discusses two approaches to gain business-critical insights: hypothesis-driven and data-driven. The latter, using a modern tool like HyperCube, covers all data available and is based on facts rather than hypotheses.
Effective day-to-day category management by BearingPointJari Laine
In BearingPoint’s experience,
category management can be
taken to a whole new level by
structuring the processes
involved and taking an
analytical, data-driven approach
to decision-making.
This 3 credit, 33 session course on Industrial Marketing is taught by Manish Parihar. The purpose is to understand concepts of business-to-business marketing and differences from consumer marketing. Students will learn organizational buying processes and latest online B2B marketing trends. The course covers fundamentals of industrial marketing, business buying behaviors, product strategies, pricing, distribution channels, strategic planning, and industrial marketing using online media.
Steenland Chocolate is considering two approaches to their investment - "Harvesting" or "Planting". Harvesting focuses on optimizing the current capacity over 3 years, while Planting leverages core capabilities to explore new markets and products over 5 years. Both approaches provide benefits to exiting and future investors. The document outlines the marketing, operations, human resources, and financial aspects of implementing each approach. It concludes with investors having an option in 2008 to divest profitably or continue investing to expand through the "Planting" strategy.
The document outlines a strategy to improve revenue growth at GSG through two main approaches. The first is to target the untapped small business segment by focusing on specific industry verticals and developing new channels. The second is to pursue organic growth through value-added product offerings to existing customer segments and inorganic growth through acquisitions. Key issues include redefining markets and business processes to address a slowdown in the US market and reduction in IT spending.
Steenland Chocolate is considering two approaches to their investment - "Harvesting" or "Planting". Harvesting focuses on optimizing the current capacity over 3 years, while Planting leverages core capabilities to explore new markets and products over 5 years. Both approaches provide benefits to exiting and future investors. The document outlines the marketing, operations, human resources, and financial aspects of implementing each approach. It concludes with investors having an option in 2008 to divest profitably or continue investing to expand through the "Planting" strategy.
1) GSG aims to improve revenue growth by targeting new customer segments like small businesses and expanding existing markets through value-added product offerings.
2) Key issues include slow revenue growth, saturated enterprise segment, lack of expertise in small business segment. The strategy is to target small businesses, improve solutions for existing customers, and restructure operations.
3) The plan outlines focusing on the small business segment, identifying high-potential industries, changing sales channels, marketing, products, and company structure to support the new strategy and capture growth opportunities.
As a supporter of open innovation in SM we present our thoughts on what is involved
in advancing Supply Management as a core competence and invite interested parties to share their views to develop this theme.
What is your product's social strategy?Jon Gatrell
The document discusses the need for companies to develop a social media strategy for their products. It notes that while many companies are experimenting with social media tools, few have incorporated them into a comprehensive strategic plan. The document provides survey results showing that while social media is considered important by many, only a small percentage have made it a major part of their marketing programs. It emphasizes that developing a social strategy is necessary to guide appropriate use of tools and maximize their benefits for business goals.
This document discusses how only a small percentage of companies achieve fast growth, breaking through barriers to the next stage of development. It identifies that ambitious growth targets, product and service innovation, strong international outlook, and partnerships are characteristics of fast growing companies. The primary condition for breakthrough is excellence in attitude, market insights, and managing the growth process through clear goals and an iterative feedback loop. Growth must be carefully managed through four steps, with a focus on execution to deliver results and outperform competitors. Different growth stages require focusing on different aspects such as validating the business concept, building management capabilities, or expanding production and sales.
Is Your Product Launch Doomed
10 ways to identity an impending product launch disaster.
The process of introducing a product to market is a serious undertaking. Unfortunately for many companies it’s merely an afterthought; a set of deliverables created from a checklist at the end of product development. There are ten easily identifiable signs that can help forecast if a product launch may be in trouble. Signs you can address and fix before the launch becomes a disaster.
Presentation by National University of Singapore - Winners of CBS Case Compet...CBS Case Competition
Presentation by National University of Singapore - Winners of CBS Case Competition 2011. Congratulations to Caroline Ng, Candice Lim, Peh Che Min, and Tobias Chen. Presented at the Finals March 4, 2011.
This presentation form part of CBS Case Competition. Views, opinions and suggestions expressed in these presentations are the sole work of the case study writers, and are not neccessarily shared by H&M
Visit www.casecompetition.com to see more.
The document discusses the need for sales enablement and revenue performance management. It notes that sales performance has declined in recent years while revenue targets have increased. It also discusses trends toward greater focus on revenue in the boardroom and by executives. The document advocates for removing silos between marketing and sales and taking a more holistic view of the buying funnel. It promotes sales enablement tools and programs to increase sales productivity and optimize sales processes. The goal is to get more qualified leads, make sales reps more productive, and help opportunities move through the sales cycle faster.
This document discusses marketing strategies and plans. It explains that marketing is used to reach, satisfy, and retain customers profitably. Businesses must establish operational procedures to implement their marketing strategy. Modern marketing utilizes various social sciences and involves both science and craft. The marketing plan is a blueprint that outlines how a business will achieve its revenue and growth goals. It identifies customer needs, competition, and measures for generating sales. Marketing professionals can help guide businesses through developing and implementing effective strategies.
The document is about the politics of agile development methods from Pragmatic Marketing. It discusses how developing products is difficult and features often get prioritized over market problems. It notes how more documentation gets created rather than completing the product. The document advocates for product managers to represent market needs and be the single voice of priority on the team.
Introduction to Marketing - Session 2 at ITM, Mumbai. Includes:
Targeting
What is good marketing research?
Marketing research Questions
Types of information
Types of market research
Market research summary
Test Market
Define Target Audience
Estimate market potential
Analyze market share/share of customer
Track competitors
Identify market characteristics & trends
Analyze sales data
Sales forecasting: Existing / new products
Product
• Product Strategy
• Product Essentials
• Features and Benefits
• Classifying products
• Product line and mix
• Branding
• Packaging and LabellingTrademarks
Positioning and Brand Building
• The Art of Positioning is Marketing
• Positioning the game of Mind and Heart
• Brand is a Promise
• Brand is owned by Customers
• Understanding Brand Drivers
• Brand Attributes
• Brand Architecture
• The Positioning Template
The document discusses creative ways for a property developer, SHC, to maximize sales in an oversupplied market. It proposes strengthening the SHC brand through consistent branding, testimonials, and events. It also suggests joint marketing partnerships with hotels, banks, and other organizations to promote SHC properties. Finally, it outlines building customer loyalty through welcome kits, newsletters, and prioritizing high-value customers to increase repeat purchases and cross-selling. The overall goal is to differentiate SHC in the market and maximize sales through various marketing strategies.
This white paper discusses how to assess an organization's readiness for implementing Marketing Operations (MO). MO is an emerging discipline that can significantly increase marketing performance and accountability. The paper provides a checklist for determining if a company is a good candidate for MO based on characteristics like market dynamics, budget size, and process maturity. It also outlines common pain points MO can address, such as a lack of strategy, difficulty measuring ROI, and siloed functions. Finally, the paper presents an ideal vision of marketing's contribution with MO as a creative, results-driven function that helps define strategy and leads customer experience.
This document discusses Revenue Performance Management (RPM) as a strategy for managing a company's interactions with buyers through the entire purchase process to enable predictable, rapid and profitable revenue growth. The key benefits of RPM include helping businesses grow faster, better forecast long-term revenue, optimize resource allocation, and spot revenue outliers. RPM has emerged as a strategy due to trends enabling a 360 degree view of customers, measuring sales and marketing activities, and scaling personalized interactions. Successful RPM requires modeling the integrated sales and marketing funnel, continuous improvement through benchmarking, making data actionable through deep analytics, and long-term forecasting to identify new opportunities.
The document discusses strategic planning and marketing. It provides learning outcomes that explain the importance of strategic marketing and developing a marketing plan. The marketing plan elements include a business mission statement, situation analysis, marketing strategy, marketing mix, and implementation, evaluation and control. A situation analysis involves a SWOT analysis to identify internal strengths and weaknesses, as well as external opportunities and threats. The goal of strategic planning is long-term profitability and growth for the organization.
Our services can help businesses from around the world establish and expand their operations in India across various sectors such as consumer goods, retail, and industry. We provide strategic support for market entry and expansion through initiatives related to market exploration, business planning, product development, distribution, promotion, and talent acquisition. Our goal is to make brands successful in India through an in-depth understanding of the market and consumers.
BearingPoint: Beyond the horizon of retail analyticsJari Laine
This white paper describes how business analytics can be successfully used by a retail organization. It also discusses two approaches to gain business-critical insights: hypothesis-driven and data-driven. The latter, using a modern tool like HyperCube, covers all data available and is based on facts rather than hypotheses.
Effective day-to-day category management by BearingPointJari Laine
In BearingPoint’s experience,
category management can be
taken to a whole new level by
structuring the processes
involved and taking an
analytical, data-driven approach
to decision-making.
This 3 credit, 33 session course on Industrial Marketing is taught by Manish Parihar. The purpose is to understand concepts of business-to-business marketing and differences from consumer marketing. Students will learn organizational buying processes and latest online B2B marketing trends. The course covers fundamentals of industrial marketing, business buying behaviors, product strategies, pricing, distribution channels, strategic planning, and industrial marketing using online media.
Steenland Chocolate is considering two approaches to their investment - "Harvesting" or "Planting". Harvesting focuses on optimizing the current capacity over 3 years, while Planting leverages core capabilities to explore new markets and products over 5 years. Both approaches provide benefits to exiting and future investors. The document outlines the marketing, operations, human resources, and financial aspects of implementing each approach. It concludes with investors having an option in 2008 to divest profitably or continue investing to expand through the "Planting" strategy.
The document outlines a strategy to improve revenue growth at GSG through two main approaches. The first is to target the untapped small business segment by focusing on specific industry verticals and developing new channels. The second is to pursue organic growth through value-added product offerings to existing customer segments and inorganic growth through acquisitions. Key issues include redefining markets and business processes to address a slowdown in the US market and reduction in IT spending.
Steenland Chocolate is considering two approaches to their investment - "Harvesting" or "Planting". Harvesting focuses on optimizing the current capacity over 3 years, while Planting leverages core capabilities to explore new markets and products over 5 years. Both approaches provide benefits to exiting and future investors. The document outlines the marketing, operations, human resources, and financial aspects of implementing each approach. It concludes with investors having an option in 2008 to divest profitably or continue investing to expand through the "Planting" strategy.
1) GSG aims to improve revenue growth by targeting new customer segments like small businesses and expanding existing markets through value-added product offerings.
2) Key issues include slow revenue growth, saturated enterprise segment, lack of expertise in small business segment. The strategy is to target small businesses, improve solutions for existing customers, and restructure operations.
3) The plan outlines focusing on the small business segment, identifying high-potential industries, changing sales channels, marketing, products, and company structure to support the new strategy and capture growth opportunities.
1) GSG aims to improve revenue growth by targeting new customer segments like small businesses and expanding existing markets through value-added product offerings.
2) Key issues include slow revenue growth, saturated enterprise segment, lack of expertise in small business segment. The strategy is to target small businesses, improve products to meet changing needs, and provide solutions over generic products.
3) The implementation plan focuses on identifying profitable small business segments, developing industry-specific solutions, repackaging products, and aligning sales and marketing teams to target segments.
GSG is implementing a strategic restructuring to return to double digit revenue growth. Key elements of the new strategy include focusing on high growth small business segments with low competition, prioritizing industries like business services and manufacturing. GSG will also emphasize solutions selling through partners and developing industry specific solutions. The organization will be restructured into three new divisions focusing on partners, industry solutions, and customer service to support this strategy.
The document discusses issues facing VYP Business Challenges, including a new documentary project that is over budget called "Banks, Friend or Foe", and provides recommendations to continue production of the documentary without cuts in the short term while implementing an enterprise resource planning system for budgets in the medium term to address long term problems.
Marvel Entertainment Inc. presents on the company's current business model, lines of business, and opportunities for future growth. The core of Marvel is its intellectual property portfolio of characters. Currently, Marvel generates most of its revenue and high margins through licensing these characters. Management sees opportunities to expand internationally, through partnerships like Hasbro for toys and Marvel Studios for films, and by leveraging the online community. Marvel also has free cash flows that could be used to acquire other companies or pay dividends.
Strategic marketing is defined as the management function that seeks to generate profit by organizing a company's resources to determine and satisfy customer needs better than competitors. It emphasizes profits over just sales and identifies target markets. Strategic marketing combines target markets and marketing strategies, strives for sustainable differentiation, and leads strategic planning and new product development. While marketing communications, sales, and customer service are important tactical elements, strategic marketing is the overarching management function.
The document provides a situation analysis and recommendations for Cirque du Soleil to expand its resident show business. It identifies the key issues of lack of a clear market expansion strategy, need for a new partnership model, and developing effective market penetration strategies. The recommendations include: 1) Pinpointing London, New York, and Sydney as priority markets; 2) Developing partnerships with entertainment complexes to replicate the successful MGM Mirage model; and 3) Developing culturally relevant content and marketing strategies to gain a strong foothold in the new markets. The strategies aim to expand into new markets in a controlled manner while maintaining Cirque's creative control and brand value.
13 investing to grow how nielsen can help clients maximize return on their in...Evelyn Femat
Nielsen helps clients maximize their return on marketing investments in today's fragmented media landscape. Nielsen's marketing ROI solutions measure the impact of spending through marketing mix models and analysis. This allows clients to evaluate performance, recommend improved strategies, and track results. Nielsen provides insights at the store, market and consumer levels. The framework aims to improve ROI over the long-term by considering objectives, competitive dynamics, and marketing mix principles.
Wholesale distribution outlook 2012 net suiteGuy Blissett
The survey found that over 69% of mid-market wholesale distribution companies were optimistic about business prospects in 2012, with nearly 99% expecting business to remain steady or improve. A majority (65%) of companies aimed to achieve both revenue growth and cost savings. Profitable growth through new products, channels, and streamlining business processes was the top priority for 2012.
Do successful companies think differently and act differently? Do they fear recession? How do they stay
at the helm as market or technology leaders? Do they pile on cash for future or invest now?
The retail industry in India has experienced rapid growth in recent years but is now facing challenges due to the global economic slowdown. Retail sales growth has declined and profits have been impacted by higher interest costs and operating expenses. Strategies to cope include optimizing costs, improving technology usage, efficient store management, re-evaluating expansion plans, better understanding consumer behavior, forming partnerships, and developing private labels.
Strategic marketing planning involves developing a strategic fit between a firm's objectives and resources and market opportunities. It defines the corporate mission and establishes business units. The planning process includes analyzing market opportunities, developing strategies, planning programs, and managing efforts. Key aspects of strategic planning are defining the mission, conducting SWOT analyses, using tools like the BCG matrix, GE model, and Ansoff's grid to evaluate business units and strategies, and implementing control processes.
Sales enablement solutions have shown dramatic impact for both sales and marketing departments by increasing efficiency. As buyers have become more risk-averse and seek efficiencies, companies are deploying sales enablement platforms to help sales teams add value and communicate effectively while handling wider product offerings. Case studies demonstrate sales enablement platforms can boost productivity and revenue generation while reducing costs.
The document is a benchmark report on sales and marketing alignment from a survey of over 1,300 marketing professionals from 84 countries. Key findings include:
1) 32% of respondents see alignment between sales and marketing as a top priority for their business in the coming year.
2) Businesses reporting the greatest alignment are growing 5.4% faster than competitors annually, closing 38% more sales opportunities, and churning 36% fewer existing customers each year.
3) The report analyzes metrics like marketing budgets, lead generation tactics, opportunity qualification, and closure rates to understand differences between aligned and non-aligned businesses.
This guide provides IBM Business Partners with information on co-marketing programs, assets, incentives, and solutions to help them market to mid-sized businesses. It includes details on the 2012 IBM Mid-Market Co-Marketing offering, PartnerRewards program, software co-marketing program, suggested marketing tactics, PartnerWorld resources, education assets, sales plays, incentives, IBM solutions for the mid-market, and contact information.
The document discusses General Electric's (GE) matrix for strategic portfolio analysis and classification of business units. The GE matrix analyzes each business unit based on its market attractiveness and the company's business strength in that unit. It divides the portfolio into 9 cells based on these factors. The upper left zone contains the most important businesses, the lower right the least important, and the center diagonal zone houses medium importance businesses. The matrix provides a framework for objectively setting strategies for each business unit based on its classification.
This document discusses strategies for growth and diversification. It identifies analyzing industry options and defining industries in new ways as important for identifying growth strategies. The document then outlines various business-level strategies for growth, including market penetration, market development, product development, and diversification strategies. It discusses when diversification makes sense, the motives and tests for judging diversification strategies. Finally, it covers strategic analysis of diversified companies and key issues, including attractiveness and performance evaluation.
Branding Marketing Sales Solution Using 1 K E YSanjay Mehta
1. 1KEY solutions can help marketing and sales departments overcome challenges in measuring performance, accountability, and data analysis to improve branding, marketing, and sales results.
2. Key benefits include identifying high-value customers, accurately forecasting promotional impacts, and optimizing marketing spend based on detailed customer insights.
3. 1KEY provides visibility into various data sources to support decision-making through reporting, analysis, scorecards and visualization of KPIs.
Insights to Growth is a consulting firm that leverages market intelligence and strategy expertise to support clients' business planning, decisions, and competitiveness. It offers services such as market assessment, customer qualification, performance assessment, and business management. Past engagements include developing knowledge bases for life sciences clients and assessing market opportunities, resource allocation, and business processes for technology companies. The firm's experts have over 20 years of experience across multiple industries and use methods like primary research, data analysis, and opportunity modeling to provide insights and recommendations.
Account marketing program Basic PresentationHiro Notaney
The document discusses Strategic Account Marketing (SAM) for Patni. SAM aims to increase account penetration, revenue opportunities, and differentiation from competition through a 3-phased customer-centric approach. The phases include gathering intelligence, holding workshops to map capabilities to customer needs, and developing integrated marketing and sales campaigns. SAM treats each customer as an individual market and focuses on solving customer problems rather than just promoting features.
The document outlines the objectives and intended outcomes of marketing communications planning. It discusses setting strategic priorities, consistent measurement and analysis, effective budget planning, and more efficient resource allocation. Major objectives are to be set for segments and divisions with communication planning guidelines. The objectives are intended to provide focus, drive strategy, enable real ROI analysis, inform budget decisions, and allow for better resource planning and a customer-centered strategy.
This presentation will take us through the marketing function, starting with challenges within the marketing career itself, considering marketing best practices, our own research plans in this area and some best practice case histories, as well as touching on the role of the CEO’s growth team.
Companies spend nearly 15-20% of annual revenue on trade promotions, totaling $700 billion worldwide. However, only 30% of promotions are profitable. TPO uses modeling to identify optimal prices and discounts to maximize sales lift and ROI. It helps high power brands maintain relationships and low power brands gain negotiating power. An effective process includes modeling past performance, budget planning, execution, analysis, and incorporating lessons into future planning.
Integrated brand management process of brand rating and brand makermonzeron
This document describes an integrated brand management process developed through a cooperation between Brand Rating and BrandMaker. The process links brand strategy to implementation through analysis of brand indicators, strategic planning aligned with corporate strategy, operational planning, comparison of targets to implementation, and controlling. The goal is to increase brand profits through a consistent brand presentation that realizes the brand strategy.
2. Strategic Restructuring RSMBA
Situation Analysis
Slowdown due to lack of new market focus and integration
Current Situation Challenges Solution Approach
Decreasing growth Identify focus segments
Back to double digit
Revenue growth Explore new markets
Decline of share price
Unsatisfied Recruit, motivate,
Partners Improve partnerships support and reward
No explicit policy partners
Unsatisfied Develop and implement Identify growth areas
Customers
Mostly enterprise new customer strategy Understand customer
Ad hoc sales Solution selling
Sales Process Understand customer industry
Increased competition Educate sales force
Industry Solution oriented
Products Product oriented
customization products
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line 2
3. Strategic Restructuring RSMBA
Revised Strategy for GSG
Vision Increase share price
Business
Increase revenue growth to double digits
Objective
Proposition Focus on customer segments with low competition and high growth potential
Dual Focus
Strategy
Segment focus: SB & Mid-Market
Product focus: Solutions
Organizational restructuring Be the first to enter low
Industry expertise
Method competition and high growth
Solution selling Partners/Alliances market
Increased employee and Aggressive growth in SB & Mid-
Growth in all customer satisfaction Market segment
Expected
outcome segments Increased sales and new 25 % share in SB segment in 2009
accounts 20 % share in SB ERP in 2009
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line 3
4. Strategic Restructuring RSMBA
Segment Focus : Grow in Small Business Segment
SB market is big, fast growing with increasing IT needs
GSG over relies on “Enterprise”
segment which drives growth slowdown
Enterprise 62,50%
Low Competition: companies have
Mid-Market 18,30% enterprise strategies but lack SB
strategies
GSG development toward SB would
Small Business 12,90% Revenue weight by
Revenue weight by
customer segment allow company to focus on SB & Mid-
customer segment
Market
Consumer 6,20%
Companies maturing their SB strategy
0% 10% 20% 30% 40% 50% 60% 70% will also be able to master their mid-
market strategy (mix enterprise and SB
Revenue-weight and growth rate of GSG total revenue, FY 2004
strategies)
Enterprise -3,60% Growth rate
Growth rate
Mid-Market -15,50% Focus on growth market
Focus on growth market
Small Business and Mid-Market
Small Business and Mid-Market
Small Business 18,80%
Consumer 15,30%
-20% -15% -10% -5% 0% 5% 10% 15% 20%
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line 4
5. Strategic Restructuring RSMBA
Prioritization in Small Business segment
Prioritize SB industries on basis of potential and sales effort
Low Priority High
Total industry IT spend (billions $USD)
8
Business Service Manufacturing
7 Financial Service (Finance and Insurance)
- First target area
6 with both a high industry
Distribution (retail)
Average potential per industry =
Distribution (wholesale) and a single company
5 $3.57B
potential
- Following are
4 Health Care
area and areas,
Food and Accommodations Services Telecom and Utilities with a single high factor
3 Transportation
Average size per company = $5.94m - Strategic Alignment: GSG
Construction
2 Other Services
core competence & major
Financial Service (Real Estate and other)
SB Market, i.e. Financial
Agriculture and Resources Services
1 Education
Government - Set Business Services,
0 Manufacturing, Financial
0 10 20 30 40 50 Services and Telco
Estimated size of IT spend per company (millions $USD) verticals as priority
Source: Small Business IT send by industry vertical
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line 5
6. Strategic Restructuring RSMBA
Product Focus : Grow in Solutions Long Term Focus
Long Term Focus
Opportunities in ERP/CRM market Focus on solutions
Focus on solutions
Product CAGR (2001-2004)
BSS and BIS have shown
significant growth BSS 67,87%
Industry standard product sales
{ BIS 12,34%
(UDS & PP) are stagnating in US
(saturated market)
2,99%
{
PP
UDS 2,99%
Total ERP market is $15 billion
SB ERP market is $5.3 billion 0% 10% 20% 30% 40% 50% 60% 70%
GSG only has small share Dual Focus UDS BIS
Gaining industry insight is key to PP BSS
significant growth in the ERP market
Enterprise Retain Grow
Seize opportunity in SB CRM market (5%)
Drag along to Mid-Market Grow
SB / Mid-Market Grow
Agressively
GSG should strive for significant SB ERP
market share by 2009 (20%) Consumers Retain N/A
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line 6
7. Strategic Restructuring RSMBA
Key Success Factor: Partners!
Partners are indispensable to reach SB and solutions market efficiently
- Channel strategy is key to reach wide range of Small Business customers
- Recruit and attract partners: System Integrators, Resellers, IHVs and ISVs
- Partners have Industry expertise and ensure integration of products (turnkey solutions)
- Establish partner organization in GSG to cover partner needs, strengthen partner relations, review performance
CRM matrix for partners
High potential partners with high intimacy “defend strategy”
Size High potential partners with low intimacy “gain strategy”
Low potential partners with high intimacy “develop strategy”
Low potential partners with low intimacy “observe strategy”
Intimacy Enterprise >$500m
Account coverage Fulfullment Account types Discounts / incentives
GSG sales reps GSG Sales reps Installed Base 3% of order if channel
>$50m
fulfills Mid-market
Partners Partners New
<$500m
GSG sales reps 35%
Installed Base
Partners Partners Industry best partner
New
Joint sales approach service
40%
Small Business <$50m
Partners Installed Base
Partners Industry best partner 10-50 employees
Aggressive hunting New
service
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line 7
8. Strategic Restructuring RSMBA
Changes in GSG organization structure are necessary
for increased partner focus, better industry knowledge,
industry solutions and better service and support
Industry focus is key to growth Enterprise SB Product
- Educate GSG Sales force
- Recruit, nurture, reward partners Mktg/Sales Mktg/Sales Marketing
- Provide turnkey industry solutions
- Actively gather feedback from
customers and partners (CRM)
Incentives/Discounts Incentives/Discounts Adequate feedback
3 new matrixed divisions
Partner Organization Joint selling Joint selling & support
Measure partners Measure partners
Industry expertise Industry expertise Industry feedback
Analyse requirements to development
Industry Solutions Support sales/partners
Complex sales Express products Express products
Analyze customer & Analyze customer & Feedback
Service & Support (CRM) partner requirements partner requiements Technical interlock
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line 8
9. Strategic Restructuring RSMBA
New Sales and Marketing Process for GSG GSG
Integrate product and service development,
marketing, sales, partners and customer service
Enterprise
Enterprise
Customers
Sales
Create customer centric culture
Product
SB Marketing
Partners SB
Mid-Market Mid-Market
Customers Sales
Consumers
Partner
Feedback
Org.
Support
CRM
“Needs” analysis Know prospects
and partners
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line 9
10. Strategic Restructuring RSMBA
Sales Forecast by Segment
Set objective of reaching 25% of total SB market in 2009
Small business segment becomes the
Key Factors and impacts growth engine
6,7% 5,3%
- Invest in partners for Small Business
- Revenue generated rapidly from SB 15,0%
- Mid-Market penetration following SB 28,5%
44,2%
- Revenue growth results in share price increase 59,1%
Key assumptions 19,2%
- Analysis focus on U.S. market 19,9%
- SB market remains 9% CAGR in 2009
Original forecast for FY 2007 New forecast for FY 2007
(weight per segment) (weight per segment)
9000 Enterprise Mid-market 9000
8000 Small Business Consumer 8000
7000 7000
Original forecast ($m) New forecast ($m)
6000 6000
5000 18% 5000 57%
4000 4000
3000 3000
2000 2000
1000 1000
0 0
FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09
Source: GSG Finance; GSG US 3 year outlook forecast model Source: GSG Finance; RSMBA consultant
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line 10
11. Strategic Restructuring RSMBA
Sales Forecast by Product Groups
Set objective of reaching 20% of SB ERP market in 2009
Back to double digit revenue
Key Factors and impacts growth in 2006
- ERP for SB market drives growth 25%
Original forecast
- Product Groups integration causes sales increase New forecast 22,70%
20%
- Revenue growth results in share price increase
16,90%
Key assumptions 15%
- Analysis focus on U.S. market
- ERP belongs to BSS product group 10%
8,70% 8,00%
6,80%
- SB ERP remains CAGR 8% during 2008-2009 5%
2,00%
0%
FY 2005 FY 2006 FY 2007
9000 9000
BIS BSS
8000
PP UDS 8000
7000 7000
Original forecast ($m) New forecast ($m)
6000 6000
5000 5000
4000 4000
3000 3000
2000 2000
1000 1000
0 0
FY01 FY02 FY03 FY04 FY05 FY06 FY07
FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09
Source: GSG Finance; GSG US 3 year outlook forecast model Source: GSG Finance; RSMBA consultant
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line 11
12. Strategic Restructuring RSMBA
Risk Mitigation
Risk Rating Impact Mitigation Strategy
Solution based product
Customer centric culture Involve, motivate and reward
Medium development and
is opposed by employees employees on all levels
selling is in danger
Focus on partner research and
GSG has difficulty finding Solution based product
selection process and set up
the key partners in SB High development and
proper support and reward
market selling is in danger
structure
Track market developments
SB targeted market
Revenue growth targets with partners and customers as
segments don’t develop Medium
might not be reached soon as strategy is
as expected
implemented
Market shares from Integrate customers in
Competition copies our
Medium forecast might not be organization through CRM
model
reached raising “step out” threshold
Market shares from Integrate customers in
New entrants copy our
Low forecast might not be organization through CRM
model
reached raising “step out” threshold
Company Analysis Recommendation Company Strategy Organization Financial Impact Risk Migration Time Line 12
13. Strategic Restructuring RSMBA
Proposed Actions / Timeline
2005 2006 2007 2008
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Organization
Establish partner organization within GSG
Grow and educate sales force on industry solutions
Develop incentive schemes for partners
Implement CRM system - know customer/partner
Define and execute account coverage (segments/(in)direct)
Partners
Recruit/incent partners (ISV, IHV, SI, resellers, ...)
Review partner performance/status
Actively gather partner feedback
Products
Develop/maintain Industry specific packages
Actively gather customer feedback
Develop express products for small bus. (1-4 employees)
Integrate Business products for partners/customers
Markets
Grow in Small Business segment
- Financial services, Business Services, Manufacturing
- Healthcare, Retail, Distribution, Telco
- All other industries
Midmarket segment (drag along with small business)
Enterprise segment (industry focus)
Industry standard product enhancements
Grow Business products in all segments
moderate focus
strong focus
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line 13
14. Strategic Restructuring RSMBA
Back to double digit revenue
Conclusive Summary growth in 2006
25%
Original forecast
20%
New forecast 22,70%
Target market: focus on growth in Small Business Segment Changes in GSG organization structure are necessary
SB market market: focus onwith increasing IT needs
Target is big, fast growing growth in Small Business Segment Changes in GSG organization structure are necessary 16,90%
SB market is big, fast growing with increasing IT needs for increased partner focus, better industry knowledge,
industry solutions and better service industry knowledge,
for increased partner focus, better and support
15%
Enterprise -3,60% Growth rate
Growth rate
Short Term Target Segments
Short Term Target Segments industry solutions and better service and support
Enterprise -3,60% Growth rate KeyDual Focus: EnterpriseSegments
Short Term Target Segments
Success Factor:and SB
Short Term Target Partners!
Dual Focus: Enterpriseand SB
Growth rate
KeyDualTermTarget SegmentsSB
Success Factor: Partners!
DualFocus: Enterprise and
Long Term Target Segments
Industry focus is key to growth Enterprise New Sales and Marketing Process for GSG
SB Product
GSG
Mktg/SalesSales Marketing
New and MarketingIntegrate product forservice development, GSG
Process and GSG
Midsize -15,50% Partners are indispensable to SB
Long Focus: Enterprise and reach SMB and solutions market efficiently is key to growth
- Educate GSG Sales force
Industry focus Enterprise SB Product
Midsize -15,50% Focus Term Target Segments reach SMB and solutions market efficiently
Long on growth markets:
Focus Term Target Segments
Long on indispensable
Partners areon growth markets:toof Small Business customers
growth markets: - Recruit, nurture, rewardforce
- Educate GSG Sales partners Mktg/Sales
10%
Small Business 18,80%
Focus ison growth markets:
- Channel strategy& Mid-Market
SB & key to reach wide range
Focus Mid-Market
SB - Provide turnkey industry solutions
- Recruit, nurture, reward partners Mktg/Sales Mktg/Sales
8,70%
Marketing 8,00% Integrate product andand customer service
marketing, sales, partners service development,
Small Business 18,80%
- Channel strategy isMid-Market Integrators, Resellers and ISVs
SB & key to reach
- Recruit and attract partners: Systemwide range of Small Business customers
SB & Mid-Market - Actively gather feedback from
- Provide turnkey industry solutions 6,80%
marketing, sales, partners and customer service
- Partners have Industrypartners: System Integrators, Resellers and ISVs
- Recruit and attract expertise and ensure integration of products (turnkey solutions) customers and partners (CRM)
- Actively gather feedback from Enterprise
Consumer 15,30%
- Partnersover organization in GSG
GSG have Industry expertise and cover integration of strengthen partner relations, customers and partners (CRM)
- Establish partnerrelies on “Enterprise”to ensurepartner needs, products (turnkey solutions) review performance
Enterprise Enterprise
Consumer 15,30% segment which drives growth slowdown
GSG over relies on “Enterprise”
5% Customers feedback
Incentives/Discounts Enterprise
- Establish partner organization in GSG to cover partner needs, strengthen partner relations, review performance
-20% -15% -10% -5% 0% 5% 10% 15% 20% Incentives/Discounts Adequate
Customers feedback Sales
3 new matrixed divisions
Create customer centric culture
segment which drives growth slowdown Partner Organization
-20% -15% -10% -5% 0% 5% 10% 15% 20% CRM matrix for partners Incentives/Discounts
Joint selling Incentives/Discounts
Joint selling Adequate
& support
Product
Sales
3 new matrixed divisions
Create customer centric culture
Enterprise 62,50% CRM matrix for partners
Low Competition: companiesHigh potential partners with high intimacy “defend strategy”
have Partner Organization Joint selling
Measure partners 2,00%
Joint selling
Measure partners & support
Product
Enterprise 62,50% enterprise strategiescompanies have
Low Competition: but lack SB potential partners with high intimacy “defend strategy” Measure partners Measure partners
SB Marketing
Size strategies High
enterprise strategies but High potential partners with low intimacy “gain strategy”
lack SB 0% SBIndustry feedback SB
Marketing
Partners
Midsize 18,30% GSG development toward SB would potential partners with low intimacy “gain strategy”
strategies Industry expertise Industry expertise
SB
Size High
Support2005 Mid-MarketIndustry feedback 2006
FYIndustry expertise FY Mid-Market FY 2007
Partners
allow company to focus on SBSBMid- & potential
Lowwould partners with high intimacy “develop strategy”
Midsize 18,30% GSG development toward Industry Solutions Industry expertise
Analyse requirements sales/partners to development
Market
allow company to focus on SB Low potential partners with high intimacy “develop strategy”
& Mid-
Industry Solutions Complexrequirements
Analyse sales Mid-Marketdevelopment
Support sales/partners
Express products Express products
to
Mid-Market
Small Business 12,90% Market Low potential partners with low intimacy “observe strategy”
CustomersExpress products
Small Business 12,90% Intimacy Enterprise >$500m Complex sales Express products Sales
Revenue weight by
Companies maturing their SB strategy potential partners with low intimacy “observe strategy”
Intimacy
Low
Enterprise >$500m Customers Sales
Consumer 6,20% Revenue weight by
customer segment
willCompanies maturing their SB strategy
also be able to master their mid-
Account coverage Fulfullment Account types Discounts / incentives Analyze customer &
Consumer 6,20% customer segment by
Revenue weight
Revenue weight by
customer segment
market also be able to master their mid-
will strategy (mix enterprise and SB
Account coverage Fulfullment
strategies)strategySales reps Account types Discounts / incentives Service &>$50m (CRM)
Support
Analyze customer &
Consumers Feedback
customer segment
0% 10% 20% 30% 40% 50% 60% 70%
market
GSG sales reps GSG (mix enterprise and SB
Installed Base 3% of order if channel Mid-market
Service &>$50m (CRM)
Support
partner requirements &
Analyze customer partner requiements &
Analyze customer
ConsumersFeedback
Technical interlock
Partner
Partners strategies) Partners Sales repsNewInstalled Base fulfills of order if channel
partner requiements
Segments growth rate and 10% 20% 30% GSG total revenue, FY 2004 GSG sales reps
0% revenue-weight of 40% 50% 60% 70% GSG 3% Mid-market <$500m
partner requirements Technical interlock
Partner Feedback
Segments growth rate and revenue-weight of GSG total revenue, FY 2004sales reps
GSG Partners Partners New 35%
fulfills
<$500m Org. Feedback
Situation Analysis Strategy Targeting & Segmentation Organization Financial Impact Risk Mitigation Installed Base
Partners sales reps
GSG Partners Time Line
Industry best partner
35%
Situation Analysis Strategy Targeting & Segmentation Organization Financial Impact Risk Mitigation Time Line Org. Support
Situation Analysis Strategy Targeting & Segmentation Organization Financial Impact Risk MitigationNewTime Line service
Joint sales approach
Partners Partners
Installed Base Situation Analysis Strategy Targeting & Segmentation Organization Financial Impact Risk Mitigation Time Line Support
Industry best partner
Joint sales approach
New
40%service
Small Business <$50m CRM
Partners
Partners
Installed Base
Industry best partner
40%
Small Business <$50m
10-50 employees “Needs” analysis CRM
Know prospects
Aggressive hunting
Partners NewInstalled Base
service “Needs” analysis and partners
Know prospects
Partners Industry best partner 10-50 employees
Aggressive hunting New
service and partners
Situation Analysis Strategy Targeting & Segmentation Organization Financial Impact Risk Mitigation Time Line Situation Analysis Strategy Targeting & Segmentation Organization Financial Impact Risk Mitigation Time Line
Situation Analysis Strategy Targeting & Segmentation Organization Financial Impact Risk Mitigation Time Line Situation Analysis Strategy Targeting & Segmentation Organization Financial Impact Risk Mitigation Time Line
Small Business segment
Small Business segment Service & Support - -CRM
Service & Support CRM Solutions
Solutions
Mid-Market segment
Mid-Market segment Partner Organization
Partner Organization
GSG
GSG
Strategic Partners
Strategic Partners Product Integration
Product Integration
Partner/Customer Satisfaction
Partner/Customer Satisfaction Culture & Leadership
Culture & Leadership Employee Satisfaction
Employee Satisfaction
Back to double digit growth 14
16. Strategic Restructuring RSMBA
Partner Development and Management
Effective partner development can become an Entry Barrier
Gain strategy
Defend strategy
- Critical improvement area New partner
- Key partners
- Future growth source
Size - Current major contribution source
- High visit frequency
- High visit frequency
New partner
Observe strategy Develop strategy
Intimacy
- No special support - Help to develop business and
- Low visit frequency CRM matrix for partners generate new customers
- Medium visit frequency
Process of new partner recruitment and development
Phase I: Phase II: Phase III: Phase IV:
Recruitment Training Integration Take Off
- New partner survey - Product training - Develop high - Well interaction
and contact potential partners model built
- Solution integration
- Customer data support - Eliminate unsuited - Entry barrier to
collection partners competitor
16
19. Strategic Restructuring RSMBA
Types of partners and initiatives
System Integrators ISVs IHVs
Resellers
Industry expertise Industry solutions Express products
Integration / Implementation Access to GSG technology Bundles HW/SW
Incentives / Discounts Incentives Incentives / Discounts
Support Education
Mid-Market Small Businesses SOHO
Consumers
Enterprise Mid-Market
Enterprise
19
20. Strategic Restructuring RSMBA
Recommendations for current dissatisfactions
- Improve product - Strengthen more - Improve capacity for
integration indirect sales apart market intelligence
from direct sales
- Optimize service - Focus on market
process integration, - Develop and invest in need instead of
e.g. simplified solution business, i.e. produce selling
customer interface BSS / BIS
GSG employee Partner Customer
dissatisfactions dissatisfactions dissatisfactions
- Not enough leadership for - Solution selling without - Need more strategic support
business process and product integration
- GSG has Inadequate industry
integration - Not received enough sales expertise and understanding
- Not satisfied due to working and marketing support of customer business needs
system inefficient
20
Editor's Notes
To replace the title / subtitle with your own: Click on the title block -> select all the text by pressing Ctrl+A -> press Delete key -> type your own text
To replace the title / subtitle with your own: Click on the title block -> select all the text by pressing Ctrl+A -> press Delete key -> type your own text