產銷協調 profit, sales & operations planning...

Copyright © 2011 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

科學加藝術締造最有戰力的銷售

Accenture台灣區總裁Kevin Lin

April 13, 2011

Accenture Profile

2Copyright © 2011 Accenture All Rights Reserved.

Accenture is a global management consulting, technology services and outsourcing company, with more than 215,000 people serving clients in more than 120 countries. Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$21.6 billion (as of August 31, 2010)

Accenture help clients work toward: • Identifying and entering new markets• Increasing revenues in existing markets• Improving operational performance• Delivering their products and services

more effectively and efficiently

Services that Accenture offer include: • Management consulting• Technology consulting• Systems integration• Application outsourcing• Infrastructure outsourcing• Business process outsourcing

Comm. & High Tech

•Communications

•Electronics & High Tech

• Media & Entertainment

Resources

• Chemicals & Natural Resources

• Energy

• Utilities

Public Services

• Health Care

• Defense

• Revenue

• Human Services

• Payer

• Justice & Public Safety

Products

• Life Sciences

•Automotives & Industrial Equipment

• Consumer Goods & Services

• Retail

Financial Services

• Banking

• Capital Markets

• Insurance

Consulting

Outsourcing

Technology

Agenda


Accenture Point of View

Business Challenges Faced by Sales Organization

Injecting Science into Sales Organization

Art and Science of Sales

Contact Accenture

3.2%

6.9%

6.9%

9.2%

11.5%

15.1%

16.1%

18.5%

31.7%

31.7%

41.7%

49.5%

61.9%

Other (please specify)

Increase Reorder/Renewal Rates

Reduce Sell Cycle Time

Reduce Cost of Sales

Improve Team Selling

Reduce Administrative Burden on Sales Force

Optimize Lead Generation

Improve Margins/Reduce Discounting

Improve Customer Loyalty/Satisfaction

Improve Up-selling/Cross-selling

Capture New Accounts

Increase Sales Effectiveness

Increase Revenues

What are the top THREE objectives you have for your sales organization for the next twelve months?

Survey Report: CSO Top Imperatives


Increasing revenue and increasing sales effectiveness are top objectives for CSO for the next 12 months

Source: CSO Insights - 2011 Sales Performance Optimization Study (over UDS 1B revenue)

Sales Effectiveness Drives Top Line Growth


In general, the Global 1000 companies spend $100B on sales rep direct payroll and commissions

• On average sales reps are operating between 50%-65% efficiency• This means that over $30B was wasted on lost sales productivity

• In most of the enterprises, 20% top sales performs 60% revenue. • Every 5% improvement in sales effectiveness can roughly result in $1B as

incremental sales.

Sales Effectiveness Improves Bottom Line


The median Sales spend for a Global 1000 company is 12-20% of Revenue. However, Improving Sales Processes, Enablers, and Operations Can Reduce Costs by 3% - 5% (as a % of Revenue)

- C&HT Client Example of Sales Operations Cost Structure -

Quote & Order

Management

Contract

Management

Fulfillment &

Shipment

Credit, Billing,

Invoice, Collection

Customer Support

(inquiry, install,

remove)

IT Costs

(Total 1.3% of Revenue)0.31%0.15%0.25% 0.32%0.18%

Business Process Costs

(Total 8.7% of Revenue)4.2%0.20%0.67% 1.33%0.50%

Savings from Labor ArbitrageSavings from System/Process ConsolidationSavings from Process Reengineering

TOTAL BENEFIT FROM ACCENTURE

0.7-1.6%0.9-1.3%0.4-0.6%

3.2-5.0%

Illustrative Benefits of

Accenture Involvement

(as % of Revenue) Additional Margin Improvements 1.2-1.5%

The Environment Also Leads to Business Challenges


• Market Changes– Focus on driving growth in emerging markets– Focus on driving growth from new segments

e.g. SMB– Expansion of growth (margins and revenue)

from existing large customers– Selling via hybrid routes-to-market

• Customer Buying Behavior Changes– Increased selling complex services and

solutions, versus selling just products– Increased need for consultative selling skills

• Increasing Product Complexity– Single products are no longer applicable,

customers demand solutions– New products/solutions are driving complex

value propositions

Environment Changes Business Challenges

• Sell More

• Sell Higher

• Sell Broader

• Sell More Efficiently

• Sell Jointly with Channels

• Sell with Existing and New Sales Reps

• Sell Services, Solutions and Value

• Sell to Existing Customers

Ineffective Sales Force Impacts the Entire Enterprise


• Insufficient sales training and sales knowledge access is difficult

• Sales competence is the key to customer satisfaction

• Working more with less leadsconverting to opportunities

• Lack of formal Sales Process

• Ramp up time is costly in time and money

• Inconsistent sales methodology and alignment with customer buying process

• Less customer selling time and sales operation complexity

• Insufficient sales enablement support

• Inaccurate sales forecast

• Lack of timely and accurate customer/product/order information to support selling activities

• Increase sales and revenue

• Increase product and solution complexity

• Insufficient sales management capabilities

• Improve real time holistic opportunity visibility

• Sporadic and ad hoc indirect channel management approach

• Lack of enterprise-level sales performance measurement

• Local and inconsistent quoting and contracting processes and rules

Sales HQ Plant

Agenda






Contact Accenture

The world-class sales transformation roadmap


The Accenture Sales Force Transformation Roadmap, leverages our extensive industry experiences, provides a framework to address these top objectives from sales executive, and it also help assist our clients to become truly World Class sales organization.

Pe

rfo

rman

ce

•Productivity by Account

•Revenue / Rep

•Cost of Sale

•Ramp time•Attrition•Forecast Accuracy•Return on BD $’s

•Customer Intent to Buy

•Share of Wallet

•Return on Investment

•Avg. Deal Size

•Avg. Deal Margin

•Win Rate

World-Class Building Blocks

Phase 1 Phase 2 Phase 3 Phase 4

TimelineWorld Class Sales Transformation Roadmap

Strategy Developed & Business Baseline

Resources/ Channels Optimized & Sales Operations Globalized

World Class Talent Management & Enablement Implemented

Focus on Customer Centricity & BPOs Leveraged

World-Class

Value Proposition to the Sales Transformation Journey


• Companies who are willing to provide investment, support & tools are well positioned to derive greater value from their sales force & CRM efforts.

• Effective implementation of the following strategic interventions offers significant financial returns for our clients

20155

Illustrative impact on pre-tax profit ($m)*

25

Define a differentiating customer strategy(Strong Value Propositions, Managing Product & Service Mix, Segmentation, Brand Mgt)

Drive sales-force behaviour and skill to maximise sale(Motivating and Rewarding People, Building Selling & Service Skills)

Build the leadership capability(Ability to Change the Organisation, Channel Mgt)

Establish the culture & organisation to meet the customer commitment(Customer Service, Building Service Culture)

Attract and retain the best employees to maintain the customer experience(Attracting & Retaining People)

Leverage customer insight to capture opportunities(Turning Customer Info into Insight)

10

Sales Transformation Includes Art and Science Perspectives


SalesTransformation

Offering Groups and Consolidated Offerings Core Offerings/Value-Based Subscription Services

Sales Strategy (1, 2)

Sales Multichannel Management (3, 4)

High Performance Sales Workforce (5) Incentive

Compensation Design & Enablement (5)

Sales Process Design

Sales Operation Optimization

Sales Strategy & Channel Management

Sales Talent Management

Sales OperationsOptimization

Sales Technology Enablement

Sales Transformation Analytics

1. Portfolio Optimization2. Pricing Analytics3. Channel Optimizer4. Intermediary Segmentation5. Sales Force Optimization

• Sales talent development and organization areas are the traditional ways to improve sales effectiveness

• Fully integrated sales operation processes and technology enablement forms the foundation of the science perspective

• Applying data driven, fact based analytics to further drive the sales transformation

Agenda






Contact Accenture


Art of Sales Science of Sales

Art drives

behaviors of sales

people’s high

performance

Science

guides optimal

use of sales

methodologies,

techniques, tools,

processes and

systems

Business

Vision &

Value

Realization

Sales talent Innovation/creativity Sales behaviour Processing info and turning it into

something useful Creating buyers Relationship building Articulating emotionally Making the way you sell a differentiator

Focus Measurable

Consistent approach Organizes

Collaborative Replicable

The whole business sells Provides discipline and

rigour

The secret recipe of an optimized sales troop is the mix of art and science

• Art focuses on people, developing soft skills, creating customer relationships

• Science focuses on fact based methodology, driving discipline, creating customer insights

• Ultimate goal is to realize business vision, objectives and value for the company

Agenda






Contact Accenture

Science of Sales Leads to be Customer Centric


• Enables sales through the development and application of step-by-step operational processes that are monitored and measured through scientific analysis

• Organizations can track outcomes and influence objective win probability at each stage of the sales life cycle

• Scientific approaches include rigorous application of standard processes and tools, fact-based approaches to identifying areas needing change and using technology tools to deliver insight

• With the aid of science approach and enablers, companies also obtains the insights to drive the improvement of the art perspective

SalesTransformation




Leverage Technology to Monitor and Optimize Channels

17© 2010 Accenture. All rights reserved.

VAR

EDBA C

Field

Sales

Inside

Sales

F

Retail Disti

X Y X

Channel

Campaign

ProductService

Customer

Q 1Q 2

Q 3Q 4

Field Sales

Attractiveness

Index RoI Revenue RTM Score**

Preference

Ranking of RTM

Field 3 7 37.46% $4,075,282 2.7 5

Field 4 7 37.68% $4,704,202 2.7 4

Account Manager 3 16 37.53% $8,690,973 5.8 3

Account Manager 4 6 37.68% $4,015,600 2.4 6

Key Account Manager 3 37 37.63% $8,413,375 14.1 1

Key Account Manager 4 28 37.49% $5,780,321 10.4 2

Field Sales Attractiveness Index

• Which sales channels are performing up to their potential?

• How should product/service offerings be aligned with different sales channels?

• How can I improve my channel mix and capacity to drive sales growth?

• Automated channel performance reports and dashboards

• Insight generation for channel mix optimization

SalesTransformation




Development of Effort Allocation

Relative Product Responsiveness Impact of Sales Force Size

Marginal ROI

Sales Force Optimization to Maximize Sales Force productivity

SalesTransformation




Effective Oppty Mgmt integrated with Account Profile Mgmt to manage pipeline

19

Salesman

Partner

Public Tender

Call Center (Outbound)

Call Center (Inbound)

Website

Opportunity Management

End Customer Profile DB

Source of acquisition info Customer basic info

Lead History Decision Maker Info. Current Install Info.

Opportunity History Contact Info. Win/Lose Analysis Customer Buying Pattern

Forecasting

Data Acquisition Customer Profiling

Data MaintenanceUtilization

Establishment of Internal / External Sourcing plan

Company Profile Contact History

Purchase History Usage Data

Maintenance data quality of customer 0rofile

Definition of account manager role

Planning utilization DB for Lead Generation

Lead

Generation

through

Campaign

Convert on opportunity Info based Win Probability

Disti.

Reseller

Business

Customer

Channe

l-based

Op.

based

FCST

C’tr

yRegion

Proposal Win Roll-OutQualification Negotiation

Win / Lose

RFP or RFQ

Received

Contracted

Offering Defined

Initial

Sales Activity

Lead Management

Lead

Pooling

LeadEvaluationRule

LeadDistributionRule

Lead

PoolQualified

Lead

Benefit 1: Expand the Market/Account Visibility

Benefit 2:IncreaseFCSTAccuracy

SalesTransformation




Scientifically Monitor the Performance


• Ongoing opportunities will be reviewed by sales meeting or reporting mechanism

• KPI will be monitored, ex: Total # of opportunities in pipeline by sales

• Monitor sales activities and register the new activities if necessary

KPI Name KPI Objective/Contents Formula Freq.

# of generated Opp.Increase # of generated lead by managing lead pooling channels

Total number of generated Lead

Monthly

Lead Cycle Time

The number of days between when a lead is generated and when the lead is distributed to reseller sales rep. or partners after qualifying.

(Lead distribution date) – (Lead generation date)

Monthly

Lead Qualification Rate

(from generated lead to qualified lead)

The percentage of generated leads that are qualified

# of qualified lead / # of generated lead

Monthly

Lead Conversion Rate

(from qualified lead to Opportunity)

The percentage of qualified leads that are converted into opportunity

# of opportunity converted from lead / # of qualified lead

Monthly

$ of generated Opp.Acquire more profitable deals by managing lead pooling channel

Total amount of generated Lead

Monthly

Deal EconomicsTo reflect the pipeline economic effectiveness

Margin/Deal Monthly

Customer Retention rate

To increase sales and drive profits higher

customer # of current year / last year

Yearly

1

2

3

4

5

7

6

SalesTransformation




Sales Monitoring Mechanism and Executive Dashboard


Sales metrics and KPI for senior executives shall be identified to monitor the performance, giving them both a high level view as well as the ability to drill down into the granular details of the business

Product View

ASP>600>EUR 400 >1000

ASUS

ACER

HP

1,000

Win Target

Gap = 140

Country LevelSales Target vs. Actual

86

0Account Buying Power (TAM)

Acc

ou

nt

Pe

ne

trat

ion

Dist. 2Keep

Dist. 1Sell more

Actual

New

Target

Account View

Pe

ne

trat

ion

Rat

e

Sales Rep View

Op

pty

Andy Ben

Win Target

Gap

Win Target

Gap

Monitoring Mechanism Executive Dashboard

SalesTransformation




Sales Analytics plays a crucial role

• To complete the picture of successful sales transformation, Sales Analytics eliminate blind spots that stand in the way of optimal results.


SalesTransformation




Co

mp

eti

tive A

dvan

tag

e

Optimization

Predictive Modeling

Forecasting/ extrapolation

Statistical analysis

Alerts

Query/drill down

Ad hoc reports

Standard Reports

“What’s the best that can happen?”

“What will happen next?”

“What if these trends continue?”

“Why is this happening?”

“What actions are needed?”

“What exactly is the problem?”

“How many, how often, where?”

“What happened?”

Predictive Analytics(the “so what”)

Analytics Definition

Descriptive Analytics(the “what”)

Sophistication of Intelligence

• A way to achieve

growth/profitability

objectives

• A way to replicate

their best sales reps

• Foundation and fact

base for any type of

sales transformation

• Should be key

component of any

SFA/CRM investment

CustomersCompany

Sales Force

Transactions

Interactions

•Transactions•Purchase History•Customer Profiles •Sales Activities •Sales Results •Product Information•Cost Information•Channel Information•Externally acquired data

Customer-related Data

Analytics

0

50

100

150

200

250

300

350

400

0 25 50 75 100

0

50

100

150

200

250

300

350

400

0 25 50 75 100

Rules Engine

(set of decision rules)

Sales Support/

Operations

Depending on complexity/ambiguity of analytics, deriving actions from the insights is either automated through a set of rules or involves Sales Support/Operations.

Sales Force

Actions

Actions Integrated into Business Process

and SFA/CRM tool

Sales Process

Ne

xt

Lin

e

Ma

na

ger

Acco

un

t

Ma

na

ger

Sys

tem

Yes

No

Yes

No

Yes

No

No

Yes

System

Review

Volume?

-Volume Adjustment requires reason code of

Next Line Approval

Enter Adjustment

Pass Benchmarks?

Automatically

Approve

Volume

Approve Volume?

Approval Required?

Volume Correct?

END

Complete

Documentation for Adjustment

Review Volume

against Internal

Benchmarks

Start

Populate Reason for Manual

Volume Review

Yes

No

Document Reason Code

for Approval

Overall Sales Analytics Approach

One of the key challenges to get right is integrating the analytical capabilities into the day-to-day sales process.

Agenda






Contact Accenture

Contact Accenture Taipei

Email : [email protected]

Phone: (02)2192-6030

Website: www.accenture.com


mailto:[email protected]

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