摩托罗拉公司销售战略建议书5-新华信.ppt
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摩托罗拉公司销售战略建议书5-新华信.ppt
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StrategyofCorporateSalesApril15th,2002BeijingInvestmentConsultantsInc.-ProposalChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan21.ProjectScopping2.OurApproach3.Q&AAgendaChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan3CanMotorolagainclearmarketleadershipincorporatechannel?
-realisticpotentialintheshorttomediumterm-longertermpotentialWhatactionsandinitiativesarerequired?
Developaclearstrategyandactionplanto:
GainclearmarketleadershipforcellularsubscriberunitsincorporatechannelFocusonkeystrategicindustries,organizationsandstrategiccitiesKeyQuestionsandObjectivesChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan4CriticalIssuesHowdocorporatecustomerssegment(byindustry,geographic,#ofemployees,demographicsofemployees)Howattractivearesegments(size,growth,loyalty,value)?
WhichsegmentsshouldMotorolatarget,participatein,andexit?
Whatisthecorevaluepropositionintargetsegments?
Whatareinitiatives?
ChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan5“Classic”StrategyToolsproprietaryResearch/AnalysisStrategicFrameworkDevelopmentLessonsfromOtherIndustriesCellularHandset“RulesoftheGame”AtcorporatechannelChannelStrategiesIndustriesOrganizationsRegionsorcitiesInsightsforMotorola-Initiatives-actionplansApproachRulesoftheGameOutputStrategicFrameworkChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan6WearecombiningproprietarydatawithleadingedgetoolsandtechniquesProprietaryDataCompanyResearchCompetitorDiagnosticMarketReviewDistributorInterviewsRetailerSurveys&InterviewsCustomerSurveysInterviewsFocusGroupsProprietaryAnalysisRootCauseAnalysisClusteringAnalysisforCustomerSegmentationPriceExperienceCurveLoyaltyStrategyFrameworksMarketForecastModelProductLifecycleAnalysisBrandEquityFrameworksA&PEffectivenessAnalysisPricingvs.PerceivedValueAnalysisTools&TechniquesChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan71.ProjectScoping2.OurApproach3.Q&AAgendaChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan8SalesRequirementsChannelSwitchingServiceIntensiveAccountisprioritizedif:
Accountsizing:
OwnershipType:
AccountPrioritizationMethodologyChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan9Mining/OilGovernmentProf.ServicesTransportationTV/MediaExplorationAerospaceEducationTelecomGov.TechServicesHighTechFinanceServiceSectorHeavyMFGConstructionRetail/DistributionHotelsAgricultureEnergy120%1008060200200400600MobileRatio(Handsets/1000Heads)GrowthRate(1996-2001E)200,000EstimatedTotalAnnualPurchases(2001)ChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan10Newvs.ReplacementPurchasesCustomersophisticationriseswithincreasingreplacementpurchases01234FY94FY95FY96FY97FY98FY99Units(MM)CAGRFY97-FY99E37%90%15%PercentageNewHandsets:
95%77%68%55%ReplacementpurchasesNewpurchasesChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan11LargeLargeLargeIndustrySegmentWhilethe14,000“corporatechina”accountsarespreadacrossallindustrysegments,thelargestopportunitiesareconcentratedinfinance,education,retail/tradeandgovernmentPercentofTotalorganizationMegaMegaMegaMegaFinanceEducationgovernment2,00018001300Total=14,000organizationsMediumChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan120%20%40%60%80%100%WillingtoPurchaseDirectFromManufacturerCurrentPrimarySalesChannelWillingtoPurchaseDirectFromManufacturerChannelSwitching(MegaSegment)PercentofTotalOrganizations50-60%oforganizationsarewillingtopurchasedirectVirtalDirectFromManufacturerViaphoneorfaxVirtualDirectFromManufacturerViaSalesCallNoYesSalesCallFromDistributorOverPhone/FaxFromDistributorDealerStore/RetailOutletNoYesChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan130%20%40%60%80%100%EntireChinaMarketCorporateMarketLargeandMegaAccountsAddressableRelationshipSegmentsUnitsAddressableRelationshipSegmentOfthe58K“corporate”largeandmegaaccountsvolume,theMotorolaaddressablerelationshipsegmentisestimatedat40KorganizationsPercentofTotalOrganizations“CorporateChina”SmallbusinessHousehold100ComputersPurchasedperyear30-100ComputersPurchasedPerYear100200k380k660k35,000Large7,1001,2001.65MM1.7MM43,000Organizations1.2MMUnitsMega“CorporateChina”AverageOrderSize(Unit)1805020PercentofTotalorganizationsChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan1505001,0001,5002,0002,5003,000RelationshipAccountsTotalNumberofPotentialRelationshipAccountsTotalPotentialMegaAccounts=1200TotalPotentialLargeAccounts=7100FinaceDistributinLightIndustryTelecomConstructionMining/OilTransport.HighttechProf.ServiceTV/MediaEducationGovernmentExplorationEnergyGov.TechServiceSectorAgricultureAerospaceHotelsHeavyMfg.ChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan16KeyCustomerLocationsBothpotentialMotorolarelationshipandtransactionaccountsareheavilyconcentratedaroundthetop15largecities0%20%40%60%80%100%PotentialRelationshipAccountsTotalNumberofCompanies(Mega,LargeandMediumAccounts)PotentialTransactionAccountsOtherOtherMedium(1030purchasesperyear)Large(30100purchasesperyear)HarbinHarbinGuangzhouBeijingBeijingChangchunChangchunZhangjiangJinanJinanGuangzhouZhangjiangXianShanghaiShanghaiXianHangzhouHangzhouMega1008,300Accounts43,300Accounts35,000AccountsPercentofTotalorganizationsChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan170%20%40%60%80%100%installedBaseNextConfiguration0%20%40%60%80%100%BrandShareGovernmentaccountsIndustrySegments:
BarriersCertainindustrieshavespecificcharacteristicsthatlimittheaddressablepotential.Forexample,?
%ofgovernmentpurchasersboughtonlylocalbrandsand?
%ofeducationwillbuylowendmachinesPercentofTotalOrganizationsPercentofTotalOrganizationsOthersBoughtonlyLocalBrandsBoughtbothForgeinandLocalBrandsBoughtonlyForeignBrandsMotorolaEricosonNokiaLGGreatWallPansonicGovernmentP1662000180015001008,300Accounts43,300Accounts35,000AccountsPercentofTotalorganizationsKeyPurchaseCriteria(MegaSegment)Price,productqualityandafter-salesservicearemostimportantChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan230%20%40%60%80%100%CompanyhasanAVLWhatdoestheAVLCoverPercentofComputerPurchasedfromtheavlSomeApprovedvendorListsarealreadyinplaceApprovedVendorLists(MegaSegment)PercentofTotalOrganizationsNoYesManufactureronlyBothMfr.AndDis.Distributoronly1-50%50-59%60-69%70-79%80-89%100%ChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan240%20%40%60%80%100%OrganizationsPurchasingdecisionmakerPurchasingBehavior(MegaandLargeSegments)TargetaccountswithbundledhardwarepurchasestooptimizesaleproductivityPercentofTotalOrganizationsWithAVLWithoutAVLDecisionmakersupervisorcollectiveSelf0%20%40%60%80%100%OrganizationsPurchasingProcessPercentofTotalOrganizationsWithAVLWithoutAVLPurchasingprocesscorporatelycollectivelyIndividuallyChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan251.ProjectScoping2.OurApproach3.Q&AAgendaChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan260%20%40%60%80%100%StoreOverPhone/FaxFromDsitributorSalesCallFromDistributorPriceDiscountRequiredtoSwitchtoDirectChannel(megaSegment)A10%pricediscountwilllikelycapture60%ofcustomersinterestedinbuyingdirectPercentageofTotalcustomersWhoareWillingtoSwitch11-20%6-10%0-5%21-30%30%Same11-20%21-30%30%0-5%Same6-10%6-10%30%11-20%21-30%0-5%ExistingChannelChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan27DirectModelDellshouldsetuplocalmanufacturingtofullylegitimizeDirectModeloperationandreducelogisiticsleadtimeaswellasproductandinventorycostsLocalManufacturingLegalProductCostLogisiticsleadTimeandinventoryCostFulllegalstandingformarketing,selling,delivery,inventory,collection,partsdistributionandservicingoperationsEliminatesexposureassociatedwithdistributorsparallelimportpracticeEnsuresreliableproductsupplynotsubjecttopotentialcrackdownongreychannelimportsLowestcostoptiongivenlocalsourcingofMB,HDDandCRT,puls25%VATincentiveKeysubassembliescanbesourcedlocallyfromhighqualityapprovedsuppliers-MB:
Solectron(Suzhou)-HDD:
Seagate(Shenzhen)-CRT:
Seamsung(Tianjin)Ordertodeliverytimereducedfrom8week(APCC)to1.5weekEstimatedinventoryfinancingcostsaving2.8%ofrevenuesChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan28MegaLargeTransactionSegmentationbyIndustryand#employeeFinanceGovernmentEducationTransportation.Hospitality500300200150100030002500300025003800200015000ChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan29Central-mediumProvincial-megaLocal-megaProduettaribafesA&PChannelofpromotionChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan30PoteontiallistCentral-mediuPrvincila-megaLocal-megaChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan31GovernmentalSegmentOtherSmallMediumMegaMediumMediumMegaMegaSmall100%80%60%40%20%070012001100Total=3000untsCentralprovinciallocalNote:
megaagency500employces,medium50050,small50ChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan32CentralporantialMegaprovicialLocalConcentritionPasibiailityofCorportporcisingSize#oftangetsPurelungCriteriaMotoralaBravelrepalationClecisionUnker85%40%40000units1000QualityBrovelpricehighPurchsingDireefor75%60%50000units2000BraelPriceQualityhigh
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