Strategic Growth Leaders DEVELOPING YOUR PLAN FOR GROWTH

Transcription

1 Strategic Growth Leaders DEVELOPING YOUR PLAN FOR GROWTH

2 Agenda About SGL Recap on Strategic Planning Implementing the Plan 3P s & 3C s Case study Tea & Coffee Some Examples & Discussion CFO Forum

3 About SGL Outsourced Finance Director Strategic Planning & Implementation Mentoring / Coaching Budgeting & Forecasting Professionalising the Finance Function We provide a highly experienced strategic / financial manager that can work for as long as you require and as frequently as needed. We engage with you, listen to your needs and help you hand pick the most relevant and accomplished expert from our extensive network. Funding Advisory Services Growth & Profit Improvement

4 How We Work Step 1. We meet with you to understand what you need Step 2. We select from our highly experienced panel and present a number of options to you. Step 3. Once you have met and selected the SGL expert for you, we ll agree the scope of the work

5 Who I am, what I do, I am a Chartered Accountant, training at KPMG My passion is working with businesses to deliver ahead of expectations by empowering their teams to perform at their best. Broad Leadership experience across various business functions Strategy & Planning Finance Commercial, Planning & Reporting Marketing Brand Positioning, Product Development and Trade Operations Customer Care, Purchasing Most recently I lead a business from turnaround to Ireland s Most Recommended Network ( c 70m turnover)

6 Recap on Strategic Planning

7 Strategy What?

8 Strategy What? Strategy is a Plan which considers the longer term Strategy is about making choices, tradeoffs. It s about deliberately choosing to be different Michael Porter But Why do Businesses need a Strategy or a Plan Share, Agree & Commit to the Ideas of Growth, Change, New Markets/ Products/ Customers Communicate so that everyone understand what ( Functional) they are here to do and Why (Motivation) Achievement something to measure, adjust and track progress

9 There are Many Ways to Develop a Strategic Plan Strategy 1 Strategy 3

10 Systems & Processes People & Culture Finance Marketing & Sales Products & Services The Strategic Growth Leaders Roadmap Vision Strategy Objectives Critical Success Factors Key Performance Indicators (KPI s) Actions Today

11 Implementing the Plan 11

12 Let s Just Do it

13 First Focus on the P s to Develop the Plan Process Process People People Problems Problems

14 and then 3 C s to Communicate the Plan Clarify Communicate Cascade

15 Implementing Strategy The Process Framework Structure Meetings Metrics Process

16 Framework Plan Priority 1 Priority 2 Priority 3 Lead & Team Lead & Team Lead & Team Weekly Daily Monthly KPI s Sales Presentation Process

17 Structure Priority 1 Retain Existing Customers Clearly Define the Scope of work to achieve the Objective Focus on Port In s Implement Save Team Retention Systems Useful Tools Program & Project Charter Right Skills in the Right Place Leadership Define Roles & Responsibilities Resources Useful Tools RACI Decision Making Meetings Useful Tools Clear Agenda Right People Clear Agenda and Next Steps Short Meetings Process

18 Metrics Business Metrics o a quantifiable measure that is used to track and assess the status of a specific business process o Every area of business has specific metrics that should be monitored eg. marketeers track campaigns and program statistics, sales teams monitor new opportunities and leads Key Performance Indicator o Used to track progress on an activity which is critical to overall business success i.e. Sales, Churn Process

19 Tools Project Charter; RACI; Balanced Scorecard Process

20 Questions

21 Implementing Strategy The People Right People, Right Roles Leadership Accountability People

22 Right People on The Bus People

23 Leadership Make Decisions Escalate Issues/ Ask for Help Bring in the right expertise Bring the best out of a team People

24 Accountability Reward & Recognise Tie Rewards to Results Identify Role Models Celebrate Success Identify Best Pracitce Rewards Objectives Clear Direction Establish Co Objectives Cascade throughout company SMART Evaluate Results Re enforce Objectives Focus on Results Improve Communication Build Bench Strength Team development & training Performance Accountability Measurements Alignment Operational Review Monthly results review Convert Data into information Common Language People

25 Some People Tools Strengths Finder/ Skills analysis Organisational Review Review Current Structure will it meet needs of Strategic Objectives Develop To Be Structure Execute Coaching People

26 Questions

27 Implementing Strategy The Problems Keeping Focused on the Plan Not Winning as Expected Changing Direction/ Pivoting Problems

28 Keeping Focused on the Plan Problems

29 Not Winning as Expected Celebrate Quick Wins Keep Communicating Understand what is hindering progress Is there something different which mean the plan needs to be altered? Problems

30 Changing Direction/ Pivoting Gather the best information you can Customer, Market, Competitors, Internal Metrics Consider, Debate and Challenge Decide and build a Change plan Implement the New plan Problems

31 Questions

32 and then 3 C s to Communicate the Plan Clarify Communicate Cascade

33 Implementing Strategy Clarify the Plan Develop the Plan as a Team Write it Down Agree Streams and their Priority Identify Quick Wins Clarify

34 Implementing Strategy Communicate the Plan Simplify the Vision & Objectives 3 Key areas Customer Focused Communication Sessions Two way conversations Opportunity to build Regular update on Plan Progress Celebrate success to keep teams motivated Communicate

35 Clear and Simple Way to Communicate the Plan Vision To be the No. 1 choice of mobile provider for Shoppers through the delivery of market leading Customer Satisfaction by being: What we want to be Famous For Clearly the best Value Simply the best Service More Tesco Rewards Objectives Be a Challenger Again Truly Leverage Tesco One Team, One Direction David & Goliath Grow and retain PAYG Grow PAYM Refresh brand (simple, value, reward) Great Customer Experience, self serve, in store, online, by phone Effective Distribution Model Maximise loyalty of Club Cards members Make it as simple as possible to switch Tesco Mobile Ireland (TMI) identity Investing in our people to ensure they have the skills, knowledge and tools to do the job Know our numbers and how to impact change in our business

36 Talk to Everyone Build review and challenge the plan and priorities with management team Be Open to Changes Schedule communication sessions appropriate to your organisation, Ideally led by CEO & management team Objective is that everyone in the team understands the Big Picture, how their role contributes Communicate

37 Implementing Strategy Cascade the Plan Objectives aligned to overall plan Each individuals knows their contribution to the larger plan Discussion at smaller team meeting so that full team understand the plan Review Dashboard at monthly team meetings so teams can see how the business is operating vs the Plan Cascade

38 Keep Communicating & Celebrate Success Each week, month or quarter, let the team know how the business is performing vs the Plan Celebrate what is going well Be Honest about what is not going as expected Be Clear about what you are doing about it wait to gather more info, working on new plan, making a change Keep updates positive but real Cascade

39 Questions

40 Case Study Review and ask any questions Formulate your response In pairs discuss your strengths Feedback by Group

41 Examples & Discussion 41

42 Company A - Strategy Communication

43 Company A - Strategy Framework The Problem Understan d the Context Who & Why by Market Who are our Customers and Why do the buy from Us? Decisions Outline Recommend ations to Board Phase 1 Phase 2 Phase 3 Understand the problem Macro Customer Business Issues Brainstorm what s working/ what needs to change Stakeholder Engagement Other business units Suppliers Funders Strengths & Weakness of different areas of our business i.e. Care, Channels, Products and their importance to our customers Future View of why & how customers use our product to identify opportunities & threats Go to market position proposed by market incl sub segments Complete From To : Strategy; Customer, Process etc. Prioritised Design Principals focussed on how, when and interdependencies Gaps identified & how to bridge Measures of Success agreed Key recommendations outlined

44 Company A - The Plan Contenders Strivers Base Management of remaining segments Who Target Segmen ts What Proposition Base Management Segment led postpay prop Recommit Strategy Segment led prepay prop Priority Empowerment of front line. Effective leadership at every customer touch point. Drive service style through efficient commission & reward model Effective sales through service skills & capabilities program. Brand strategy alignment. Simplification of process 3 step rule. How Service Style Where Channel Strategy Integrating & Growing Online & Voice channel Optimum distribution footprint( bricks & mortar) based on channel economics Growing our Strategic alliance with partners. Precision retailing - Right product in right channel and in right location

45 Company A - What Changed & Why High level of Buy In - Extended team involved in developing Strategy Hired Senior Retention manager who had strong track record Met external experts in what we were trying to do Invested in systems to deliver comprehensive Base Management Appointed leads for each plan priority Kept Retention and Service Style focus at weekly management meetings Team workshops to celebrate success

46 Company B: Strategy Communication Vision To be the No. 1 choice of mobile provider for Shoppers through the delivery of market leading Customer Satisfaction by being: What we want to be Famous For Clearly the best Value Simply the best Service More Tesco Rewards Objectives Be a Challenger Again Truly Leverage Tesco One Team, One Direction David & Goliath Grow and retain PAYG Grow PAYM Refresh brand (simple, value, reward) Great Customer Experience, self serve, in store, online, by phone Effective Distribution Model Maximise loyalty of Club Cards members Make it as simple as possible to switch Tesco Mobile Ireland (TMI) identity Investing in our people to ensure they have the skills, knowledge and tools to do the job Know our numbers and how to impact change in our business

47 Company B The Streams Pricing Product & Advertising Budget People Structure High Performing Teams Empowerment Feedback

48 Company B Monthly Management Meetings Agenda 1. Trade & Channel Performance Update 2. Churn Review 3. Revenue February Review 4. Management Accounts February Update

49 Company B Care SLA continues to improve (75%) but strong PAYM trading momentum is still a challenge to ASA. Strong Improvements in Customer Satisfaction and NPS in PAYG ~ PAYG 88% NPS 81% Customer Experience has delivered improvements In Retentions, Voic and Porting. Continued Network stability with low levels of P1 s. Awaiting Brand metrics. Use Net port as indicator for RAG Drury PR agency selected as part of Tesco PR approach. Strong plan in place for k customers, store openings etc. New Talk n Tech phone shop opened in Ballincollig in October. New format Connected Aisle to be trialled 2 nd Feb. Aggressive rollout of 22 stores in plan for 2015 Exceptional PAYG Sales & Activation performance over Christmas driven by strong offers. Continue to lead in Net ports Strong PAYM Sales and net adds supported by stronger than planned telesales performance and 50 offers. Churn increased at year end by met target. EBITDA delivered to plan. Strong Operations metrics. SAC came in on target due to strong SIM/ handset mix,lower average handset costs and supplier funding. Strong stock availability across all lines and formats. No issues with breakage, however shrink coming in at 1.37% YTD, 0.37% above target Key People plan activities completed Office refit lower level dividers and cabinets & brighter colours. Development opportunities created across the team as part of Team reorganisation due to leavers. New management team now in place. Weekly Team 5 updates working well and driving higher team engagement. Period: July, August & Sept Forecast Continued strong trading performance, delivering ahead of Base and profit expectations for the year. Strong Christmas driven by market leading offers without activation challenges seen in Dec 13. Great to reach 300,00 customer milestone mid January. Excellent network performance over 2014 which really supports strong customer experience and brand credibility. Despite our strong porting performance, churn remains a concern and it is a key priority for * Customers who have topped up

50 Leadership is about knowing yourself.. Complete Strengths based questionnaire you and one team member Review Results, compare & contrast Discuss and propose next steps

51 Contact Details Phone: Web: