GAP Growth Accelerator Program. Boosting Organic Growth through Cross-functional Solution Sales

Transcription

1 GAP 2010 Growth Accelerator Program Boosting Organic Growth through Cross-functional Solution Sales

2 An alliance between Hanken and SSE IFL Executive Education Hanken is an internationally accredited business school. More international students than any other Finnish business school. Executive education since 1976 Hanken MBA since 1997 Customised programs for our customers strategic needs, e.g. within: Leadership & Management Finance & Accounting Marketing & Sales In 2008: 250 days of education 1560 participants from 26 countries Turnover 2 M Founded in 2005 IFL is the leading North European provider of executive education Ranked 2008 by Financial Times as the 4th European provider, best in the Baltic-rim region 65 employees Faculty network of

3 The leading North-European provider of high-quality executive education Customised, consortium and open programs for our customers strategic needs. The SSE network ranked 2008 by Financial Times as the 4th European provider. Best in the Baltic-rim region. Best in Finance.

4 Track record Sales Leadership Master Class companies in the consortium Participant profiles GAP 2010 is based on Participants from 14 countries: Belgium, China, Equador, Finland, Hungary, India, Italy, Poland, Russia, Singapore, Sweden, Turkey, UK and United Arab Emirates Positions: Sales Manager, Managing Director, VP Sales Development, Marketing Director, Business Development Manager, Business unit Director, Regional Director, Regional Sales Director, Senior VP, General Manager, Vice President, Global Marketing Manager, Manager Global CRM, etc. Cooperation between Hanken, IFL at SSE and the consortium companies, and our experience from tailored company-specific programs and workshops on the program topics. The experience of program director, professor Kaj Storbacka and the other faculty. Experience and insights from consultancy projects, discussions and interviews with numerous large companies who are faced with the challenges addressed in the program. 2

5 Is growth through solution sales on your agenda? Are you struggling with how to... grow profitably in selected markets and customer segments cope with the cyclicality of your business differentiate and avoid the commodity corner fight margin erosion grow service revenues become more customer oriented increase competitive strength and customer loyalty increase share of customers wallet then you should join the Growth Accelerator Program Sales is the key driver of organic growth, and selling and delivering solutions is a key growth dimension. In order for sales to reach its full potential, it needs to develop radically from its traditional, functional, implementer role, to a cross-functional, strategy-driving process. This can only happen when sales become the heart of the company and influences and is influenced by all functions. Achieving growth through solution sales is a long term transformation process that requires new organization, capabilities and individual skill sets. The GAP-program has been created to support this process in-depth. 4

6 Participation will... Give participating firms a unique opportunity to accelerate their growth and development towards strategic solution sales, while: Give the individual participants a true opportunity to: receiving input from some of the worlds forerunners in the field, being able to benchmark with other leading companies and their top potentials, working on a specific, supported development project, Growth Lab, which will be instrumental in achieving the desired changes. update their expertise and potential to act towards the desired change, spend time and receive support for a development project of great importance to their company, get insight into leading companies challenges and processes both from fellow participants and program cases, network with peers from other companies. 5

7 Growth Accelerator Program Growth Accelerator Program Sales as a relational capability, accountable for organic growth. Focus on solution sales as a growth direction. Focus on new roles of sales: engaging customers in co-creation of innovations, pushing market boundaries, and creating value. Exploring the new sales viewing sales as a driver of strategy, as a key business development process. Sales as an orchestrator of a cross-functional process of commercialization. Focus on the strategic and managerial practices of sales. A demanding and inspiring environment. Beyond executive education forefront pedagogics combining academic rigor, with pragmatic experience. Live learning blurred line between program and everyday work Top potentials from leading firms create top level dialogue. 8

8 The Commercialization Process Cross-functional alignment of sales related activities Product management Marketing management Sales management Operations management Combine customer insight and firm resources to create products Customer value innovation. Product portfolio mgmt. Business/market intelligence input. Customer intelligence input. Lead customer involvement. Fit to current and future capabilities, ensure industrialisation Create demand and identify sales opportunities Promises specs, definition of value proposition. Campaigns for lead generation. Definition of optimal sales lead. Input to promises management for improved reliability Turn opportunities to orders Product/solution configuration and pricing logic. Communication in sales cases (win plan support). Driving and closing opportunities. Support for customer offer/ win plan Secure value delivery for customer and value capture for firm Designed installability and usability. Benchmarks for improved value creation value verification. Correct input to delivery process and invoicing. Deliver right quality in a cost effective way. Storbacka

9 Addressing and bridging critical growth gaps Finding markets that grow Managing sales effectiveness Understanding value creation Creating a platform for growth Bridging R&D and customer value Bridging efficient sales and efficient operations Bridging customer value and shareholder value Bridging strategy and execution Market readiness for solution sales pushing market boundaries. Understanding the process of commercialization. Generating customer insight with customer value research. The new selling reality: defining solution sales. The new buying reality: demand chain management Designing sales strategy and sales models. Modularity: creating repeatability and scalability. Offering configuration, contract & data management. Lean management: Six sigma and sales. Customer specific value propositions Quantifying value and business impact to the customer. Moving from cost plus to value based pricing. Communication with the XCO level Securing value capture: customer profitability. Managing internal alignment: impact without authority Characteristics of a growth culture. What management capabilities to invest in. Transforming the organization and management system. The role of the CGO (Chief Growth Officer). 11

10 MODULE 4 Finland 2 DAYS Improved Growth Potential through cross-functionally anchored solution sales Creating a platform for growth 12 Program logic MODULE 3 TBD MODULE 2 Finland MODULE 1 Sweden 3 DAYS 3 DAYS 3 DAYS Frameworks & mental models Understanding value creation Managing sales effectiveness Finding markets that grow Case examples & continuous benchmarking Growth Lab In-company development projects Peer coaching Growth Accelerator Assessment Identifying the gaps to address

11 Tentative program and content Module dates and places Stockholm, Sweden Helsinki, Finland TBD Helsinki, Finland Theme Finding markets that grow Managing sales effectiveness Understanding value creation Creating a platform for growth Main Content Market readiness for solution sales pushing market boundaries. Key issues in commercialization Generating customer insight with customer value research. How to engage customers in innovation activities. The new selling reality: defining solution sales, strategic account management, and major project sales The new buying reality: demand chain management Designing sales strategy and sales models. Key issues in industrialization Modularity: creating repeatability and scalability. Offering configuration, contract & data management. Lean management: Six sigma and sales. Customer specific value propositions Quantifying value and business impact to the customer. Creating successful win-plans Pricing logics: from cost plus to value based pricing Communication with the XCO level Securing value capture: customer profitability. Managing internal alignment: impact without authority Characteristics of a growth culture. What management capabilities to invest in. Transforming the organization and management system. The role of the CGO (Chief Growth Officer). Project work presentations Main facilitators Prof. Kaj Storbacka Dr. Horst Bender Mike Moorman Prof. Kaj Storbacka Prof. Björn Axelson Prof. Jussi Heikkilä Prof. Lynette Ryals Dr. Andreas Hinterhuber Dr. Magnus Bild & Mikael Runsten Prof. Kaj Storbacka Prof. Lynette Ryals Ms. Jane Helsing Growth Lab Assessment results. Identifying company project. Working with company project. Finalising company project. Support from tutors. Presenting company project. Coaching Basics of coaching & The Art of Listening The Art of Questioning The Art of Goal-Setting and Action-Planning 13

12 Who should participate? Consortia member profiles: Industrial, internationally operating companies interested in developing their operations towards solution sales. Firms with a large service component. Firms in the midst of a transformation towards increased customer orientation. In order to make this program a real accelerator of growth and the transition of sales from a function to a cross-functional process, we encourage participating firms to: have 3-4 participants who represent different functions, and participate for 2-3 years. Potential participant profiles Commercial executives Sales management (sales manager, director, executive) Product management (people in charge of product lines, R&D) Aftermarket management (people in charge of spareparts, consumables, modernization or maintenance) Operations management (production control and planning, plant management) Account management (account management program accountable, strategic account manager, global account manager) 6

13 Program Director Professor Kaj Storbacka Areas of Expertise Dr. Storbacka is one of the forerunners in the field of developing customer oriented business models. He has over twenty-five years of experience as a strategy consultant to major European and global companies in finance, media, travel, retail, utility, manufacturing and telecommunications. Dr. Storbacka is a frequent speaker at internal seminars for major global corporations, at several Executive MBA programs and leading management development institutions. Positions Vectia Ltd. Founder and chairman. Vectia Ltd is a management consultancy with offices in Amsterdam and Helsinki. Nyenrode Business Universiteit, the Netherlands Professor, Sales and Account Management Hanken School of Economics, Finland Professor, Marketing Strategy Strategic Account Management Association (SAMA), Chicago, USA Member of the Board of Directors Publications Dr. Storbacka has published extensively on issues related to customer relationship management, customer orientation, sales and account management. The Finnish version of Customer Relationship Management Creating Competitive Advantage Through Win-Win Relationship Strategies (together with Dr. Lehtinen) won the Pro Oeconomia award for best business book in 1998 and the Swedish version has received an honorary award from the Swedish Marketing Federation in the Federation s annual Best Marketing Book competition in Selling Value Maximize growth by helping customers succeed (2003) Driving Growth with Customer Asset Management (2006)

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