Session 4

Mike Cameron
Principal & Management Consultant
Strategic Business Planning
~ Session 4 ~
Managing the Business
Managing the Business ~ Session 4 ~ July 2003
THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE
Dr Stephen R. Covey
1. BE PROACTIVE
2. BEGIN WITH THE END IN MIND
3. PUT FIRST THINGS FIRST
4. THINK WIN / WIN
5. SEEK FIRST TO UNDERSTAND
THEN, TO BE UNDERSTOOD
6. SYNERGISE
7. RENEWAL / CONTINUOUS IMPROVEMENT
Managing the Business ~ Session 4 ~ July 2003
THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE
Dr Stephen R. Covey
1. BE PROACTIVE
2. BEGIN WITH THE END IN MIND
3. PUT FIRST THINGS FIRST
4. THINK WIN / WIN
5. SEEK FIRST TO UNDERSTAND
THEN, TO BE UNDERSTOOD
6. SYNERGISE
7. RENEWAL / CONTINUOUS IMPROVEMENT
Managing the Business ~ Session 4 ~ July 2003
THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE
Dr Stephen R. Covey
1. BE PROACTIVE
2. BEGIN WITH THE END IN MIND
3. PUT FIRST THINGS FIRST
4. THINK WIN / WIN
5. SEEK FIRST TO UNDERSTAND
THEN, TO BE UNDERSTOOD
6. SYNERGISE
7. RENEWAL / CONTINUOUS IMPROVEMENT
Managing the Business ~ Session 4 ~ July 2003
THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE
Dr Stephen R. Covey
Renewal / Continuous
Improvement
Managing the Business ~ Session 4 ~ July 2003
Renewal / Continuous Improvement
Sharpen the Saw
Dr Stephen Covey
Continuously and regularly
review and rebalance your
lifes activities.
Managing the Business ~ Session 4 ~ July 2003
Renewal / Continuous Improvement
Continuously and regularly review and rebalance your
lifes activities.
(WORK)
Managing the Business ~ Session 4 ~ July 2003
Renewal / Continuous Improvement
Continuously and regularly review and rebalance your
lifes activities.
(WORK LEARNING)
Managing the Business ~ Session 4 ~ July 2003
Renewal / Continuous Improvement
Continuously and regularly review and rebalance your
lifes activities.
(WORK LEARNING
PHYSICAL)
Managing the Business ~ Session 4 ~ July 2003
Renewal / Continuous Improvement
Continuously and regularly review and rebalance your
lifes activities.
(WORK LEARNING PHYSICAL
SOCIAL)
Managing the Business ~ Session 4 ~ July 2003
Renewal / Continuous Improvement
Continuously and regularly review and rebalance your
lifes activities.
(WORK LEARNING PHYSICAL
SOCIAL FAMILY)
Managing the Business ~ Session 4 ~ July 2003
Renewal / Continuous Improvement
Continuously and regularly review and rebalance your
lifes activities.
(WORK LEARNING PHYSICAL
SOCIAL FAMILY SPIRITUAL)
Managing the Business ~ Session 4 ~ July 2003
Renewal / Continuous Improvement
Continuously and regularly review and rebalance your
lifes activities.
(WORK LEARNING PHYSICAL
SOCIAL FAMILY SPIRITUAL)
Managing the Business ~ Session 4 ~ July 2003
Renewal / Continuous Improvement
Continuously and regularly review and rebalance your
lifes activities.
(WORK LEARNING PHYSICAL SOCIAL FAMILY SPIRITUAL)
Managing the Business ~ Session 4 ~ July 2003
Renewal / Continuous Improvement
Continuously and regularly review and rebalance your
lifes activities.
(WORK LEARNING PHYSICAL SOCIAL FAMILY SPIRITUAL)
Evaluate your performance.
Managing the Business ~ Session 4 ~ July 2003
Renewal / Continuous Improvement
Continuously and regularly review and rebalance your
lifes activities.
(WORK LEARNING PHYSICAL SOCIAL FAMILY SPIRITUAL)
Evaluate your performance.
Seek out opportunities for improvement and hone your skills.
Managing the Business ~ Session 4 ~ July 2003
Renewal / Continuous Improvement
Continuously and regularly review and rebalance your
lifes activities.
(WORK LEARNING PHYSICAL SOCIAL FAMILY SPIRITUAL)
Evaluate your performance.
Seek out opportunities for improvement and hone your skills.
Adopt learning and personal development strategies.
Managing the Business ~ Session 4 ~ July 2003
Renewal / Continuous Improvement
Continuously and regularly review and rebalance your
lifes activities.
(WORK LEARNING PHYSICAL SOCIAL FAMILY SPIRITUAL)
Evaluate your performance.
Seek out opportunities for improvement and hone your skills.
Adopt learning and personal development strategies.
Re-commit to your vision and personal goals.
Managing the Business ~ Session 4 ~ July 2003
Renewal / Continuous Improvement
Continuously and regularly review and rebalance your
lifes activities.
(WORK LEARNING PHYSICAL SOCIAL FAMILY SPIRITUAL)
Evaluate your performance.
Seek out opportunities for improvement and hone your skills.
Adopt learning and personal development strategies.
Re-commit to your vision and personal goals.
Ensure that you are working on your current action plan.
Managing the Business ~ Session 4 ~ July 2003
Renewal / Continuous Improvement
Continuously and regularly review and rebalance your
lifes activities.
(WORK LEARNING PHYSICAL SOCIAL FAMILY SPIRITUAL)
Evaluate your performance.
Seek out opportunities for improvement and hone your skills.
Adopt learning and personal development strategies.
Re-commit to your vision and personal goals.
Ensure that you are working on your current action plan.
Managing the Business ~ Session 4 ~ July 2003
REVISION
(Renewal)
Managing the Business ~ Session 4 ~ July 2003
KNOWING WHERE YOU STAND WHERE YOU WANT TO GO THEN, DEVELOPING A STRATEGY TO GET THERE ...
Revision ~ Session 4
Business Strategy is
Knowing where
you stand
Evaluate the constraints
and opportunities in the
business environment:
Macro environment
Industry / segment
characteristics
Competitor profiles
Customer profiles
Business strength
Option analysis
STRATEGIC SITUATION
Determining where
youre going
Prepare a clear guide for
those choices that establish
the nature and direction of
the business:
Vision
Mission & Values
Service / Market scope
Growth and financial
guidelines
Key capabilities
STRATEGIC DIRECTION
Getting there
Establish the ways and
means to co-ordinate and
integrate the actions of
business management:
Implications for:
Organisational structure
and responsibilities
Planning and control
systems
Resource allocation
Acquisition and divestments
Responsibilities for
strategic action
STRATEGIC OPERATION
Enduring competitive advantage that provides
above average returns
Create a vision for your business and for yourselves
Determine where you want to take your
business or what you want to achieve.
Establish a clear mental picture of your
goal / vision.
Understand the importance - to you and the
team - of reaching that goal.
Prepare a clear guide for those choices.
Revision ~ Session 4
GETTING THERE ~ THE HOW TO
Establish 4 to 6 key areas of measurable performance that is
fundamental to achieving and maintaining your business vision.
Briefly define each key area of performance.(Strategic Thrust) (KPI)
Assign 4 to 6 key activities that are critical to the success of
achieving each defined performance indicator. (Strategic Focus) (CSF)
Create 4 to 6 SMART actions for each critical success factor.
Review your action plan, re-commit to achieving your business
vision and immediate goals, re-affirm your key performance
indicators, critical success factors and IMPLEMENT specific,
agreed and individual actions immediately.
Revision ~ Session 4
The Business Vision:
Aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa
aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa (Agreed with all of the Team)
Through:
Mmmmmmmmmmmmmmmm (Considered and confirmed with all of the Team)
Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx (Defined by the Team)
Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz (Fully discussed, evaluated and agreed with all of the Team)
Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
Mmmmmmmmmmmmmmmm
Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
Mmmmmmmmmmmmmmmm
Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
ETC ETC ETC ETC
After you confirm the CSFs you can
develop your ACTION PLAN
Revision ~ Session 4
The Business Vision:
Aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa
aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa (Agreed with all of the Team)
Through:
Mmmmmmmmmmmmmmmm (Considered and confirmed with all of the Team)
Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx (Defined by the Team)
Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz (Fully discussed, evaluated and agreed with all of the Team)
Aaaaaaaaaaaaaaaaaaaaa
Aaaaaaaaaaaaaaaaaaaaa
Aaaaaaaaaaaaaaaaaaaaa
Aaaaaaaaaaaaaaaaaaaaa
Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
Aaaaaaaaaaaaaaaaaaaaa
Aaaaaaaaaaaaaaaaaaaaa
Aaaaaaaaaaaaaaaaaaaaa
Aaaaaaaaaaaaaaaaaaaaa
Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
ETC ETC ETC
This is your ACTION PLAN
This is your ACTION PLAN
Revision ~ Session 4
Creating those SMART actions for your plan
T.I.M.E.
T = THRUST What is the objective of the action?
I = INTENT How does this action support your goal?
M = MEASURE When do you know youre there?
E = EVALUATE Have you achieved your objective?
Revision ~ Session 4
P.D.M.I.
PLAN
The Action Plan allows you all to identify and establish CRITICAL SUCCESS
FACTORS (CSFs) and key MEASURES of PERFORMANCE (MoPs) for the
business.
DO
The Action Plan is developed by you (as a team) through a commitment to the
business vision and a willingness to deploy the resources and energy to achieve that
objective.
MEASURE
Continuously measure and monitor the effectiveness of your teams planning
process/es and the implementation of your Action Plan for the business.
IMPROVE
Continuously seek to improve the effectiveness of your teams Action Plan through
reviewing the planning process/es and the implementation of your improved action
plans.
Revision ~ Session 4
NEED FOR
CHANGE

+

VISION

+

CAPACITY
FOR CHANGE

+

IMPLEMENT
ACTIONABLE
FIRST STEPS

=

SUCCESS AND
CHANGE



+


VISION


+


CAPACITY
FOR CHANGE


+


IMPLEMENT
ACTIONABLE
FIRST STEPS


=


BOTTOM OF THE
BOX



NEED FOR
CHANGE


+


+


CAPACITY
FOR CHANGE


+


IMPLEMENT
ACTIONABLE
FIRST STEPS


=


A FAST START
THAT FIZZLES



NEED FOR
CHANGE


+


VISION


+


+


IMPLEMENT
ACTIONABLE
FIRST STEPS


=


FRUSTRATION
AND ANXIETY



NEED FOR
CHANGE

+

VISION

+

CAPACITY
FOR CHANGE

+


=

HAPHAZARD OR
FALSE START



THE PLANNING PROCESS
The McKinsey Groups 7 Ss for success
STRATEGY
STRUCTURE
SYSTEMS
STAFFING
SKILLING
STYLE
SHARED BELIEFS
Revision ~ Session 4
S.W.O.T.
STRENGTHS
Capitalise on Strengths
WEAKNESSES
Address Weaknesses
OPPORTUNITIES
Exploit Opportunities
THREATS
Neutralise Threats
Remember a strength can also
be a weakness!!
Write down each item under
the first two headings.
Rate and prioritise each item.
Draft appropriate SMART
actions to exploit or neutralise
each item.
Commit yourself to action!!
Revision ~ Session 4
STRATEGY FORMATION
1. OBJECTIVE
2. STRATEGIC FOCUS
3. CLIENT TARGETS
4. CORE STRATEGY
5. COMPETITORS REACTION
6. THE PROGRAMME
Revision ~ Session 4
STRATEGY FORMATION
1. OBJECTIVE: A clear specific statement of the business results to be
achieved for the market segment in order of importance (and measures).
~ PRIMARY & SECONDARY OBJECTIVES ~
2. STRATEGIC FOCUS: How will you achieve the objective (what you
intend to do and how you intend to do it).
3. CLIENT TARGETS: Whom will you try to influence.
4. CORE STRATEGY: State the specific benefits you will promote to get
your target client to buy from your business. How will you get that
potential client to buy from your company rather than your competitors?
5. COMPETITORS REACTION: Which competitors will be impacted by
your strategy? What will they do?
6. PROGRAMMES: What must be done to make the Core Strategy
operational? What programmes are required to carry out the broad
course of action?
Revision ~ Session 4
The BOSS & The LEADER
The boss drives his people; The leader coaches them.
The boss depends upon authority; The leader on goodwill.
The boss inspires fear; The leader inspires enthusiasm.
The boss says I; The leader says We.
The boss assigns the task; The leader sets the pace.
The boss says Get there on time; The leader gets there first.
The boss fixes the blame for the problem; The leader fixes the problem.
The boss knows how it is done; The leader shows how.
The boss makes work a drudgery; The leader makes it a game.
The boss says Go; The leader says Lets go.
Revision ~ Session 4
Development of an effective partnering relationship
is dependent upon:
Mutual respect
Trust
Openness
Integrity
Compatible cultures and values
Communication
Revision ~ Session 4
Business Communication Style ~ The Synergistic Way
Issues
&
Problems
Your Clients Team Your Business Team
PARTNERING
Purchasing
Marketing
Production
Receiving
Sales
Marketing
Production
Shipping
Opportunities for Improvement
Solutions
Actions
Revision ~ Session 4
Strategic Position Analysis
How efficiently do you
manage your time and effort
~ as far as the total
chargeable hours are
concerned?
Revision ~ Session 4
TIME MANAGEMENT MATRIX
Stephen Covey & Roger Merrill First Things First - 1994
Revision ~ Session 4

Urgent Not Urgent
I
m
p
o
r
t
a
n
t

I

Crisis

Pressing problems

Deadline-driven projects

Deadline-driven meetings

Deadline-driven
preparations



20/25%
25/30%
II

Preparations

Prevention

Values clarification

Planning

Relationship building

True re-creation

Empowerment

65/80%
15%
N
o
t

I
m
p
o
r
t
a
n
t

III

Interruptions

Some phone calls

Some mail

Some reports

Some meetings

Many proximate,
pressing matters

Many popular activities

15%
50/60%
IV

Trivia

Busywork

Junk mail

Some phone calls

Time wasters

Escape Activities



<1%
2/3%



Strategic Position Analysis
Where are you NOW ~ Where do you want be in the FUTURE?
LOWEST PRICE
OPERATIONAL EXCELLENCE
BEST PRODUCTS
PRODUCT INNOVATION
BEST SOLUTION
CUSTOMER INTIMATE
Revision ~ Session 4
The Marketing Ps to Remember and Utilise
PRODUCTS
PRICE
POSITION(or Placement)
PROMOTION
PEOPLE
PSYCHOLOGY
PROCESS (or Procedures)
Revision ~ Session 4
20%
80%
Number of Clients
Understanding your client base
High $s
Revision ~ Session 4
High $s
M
a
r
k
e
t

/

C
l
i
e
n
t

S
e
g
m
e
n
t
s3 Clients
17 Clients
20 Clients
5 Clients
50 Clients
5 Clients
20 Clients
5 Clients
100 Clients
Low $s
Understanding your client base
Senior
Middle
Administrative or
Operational
Requirements
*************
************
***********
*********
********
*******
KPIs & MOPs
*************
************
***********
*********
********
*******
Management Structure
Revision ~ Session 4
THE CAPABILITIES PLATFORM
C
U
L
T
U
R
E
S
Y
S
T
E
M
S
P
E
O
P
L
E

&

M
A
N
A
G
E
M
E
N
T
COMPETENCIES
Revision ~ Session 4
THE CAPABILITIES PLATFORM
COMPETENCIES
The teams strengths / competencies upon which to BASE the
business ( i.e. The Foundation )
SYSTEM / PROCEDURES
The TOOLS which we develop / have to ENABLE the team
( i.e. Empowerment )
CULTURE
The way in which the team / business COMMUNICATES
internally and externally ( i.e. Ethics, etc )
MANAGEMENT / PEOPLE
The methods used to continuously review performance and
GROW your peoples skills / experience ( i.e. PDMI ~ Plan, Do
Measure, Improve )
Revision ~ Session 4
Core Competency ~ Gap Analysis
An illustration of an As Is Situation
EMPHASIS
Hierarchical &
Structured
YESTERDAYS
COMPETITIVE ADVANTAGE
CONSERVATIVE LOW
COST & EXPERIENCED
BUSINESS WITH A
TRACK RECORD
CULTURE
Risk Averse
MANAGEMENT
Controlling &
Critical
Managing the Business ~ Session 4 ~ July 2003
Core Competency ~ Gap Analysis
An illustration of a Should Be Situation
CULTURE
Intelligent
Risk Taking
EMPHASIS
Innovative &
Creative
TOMORROWS COMPETITIVE
ADVANTAGE
INNOVATIVE, BENEFITS
& SOLUTION DRIVEN
THROUGH
INTEGRATION OF YOUR
KNOWLEDGE INTO
CLIENTS BUSINESS
MANAGEMENT
Empowering &
Supportive
Managing the Business ~ Session 4 ~ July 2003
Core Competency ~ Gap Analysis
How do you want to set-up YOUR business?
EMPHASIS
?
YOUR COMPETITIVE
ADVANTAGE
?
CULTURE
?
What do
you need
to do ?
MANAGEMENT
?
Managing the Business ~ Session 4 ~ July 2003
... Core Competency ~ Unlocking Innovation ~ The next phase
Image
Products & Services
Service & Application Support
Sales & Distribution
Operations
Business Systems
Visible
~ but not seen ~
Visible
Invisible
S
c
o
p
e

f
o
r

I
n
n
o
v
a
t
i
o
n
Managing the Business ~ Session 4 ~ July 2003
What makes up a Good Marketing Plan?
1. UNDERSTAND THE STRATEGIC CONTEXT
What business am I in?
Mission / Purpose
Financial summary
Performance summary
STAGES:
Managing the Business ~ Session 4 ~ July 2003
What makes up a Good Marketing Plan?
1. UNDERSTAND THE STRATEGIC CONTEXT
What business am I in?
Mission / Purpose
Financial summary
Performance summary
2. UNDERSTAND THE COMPETITIVE MARKET
PLACE
Market overview
Competitive analysis
STAGES:
Managing the Business ~ Session 4 ~ July 2003
What makes up a Good Marketing Plan?
1. UNDERSTAND THE STRATEGIC CONTEXT
What business am I in?
Mission / Purpose
Financial summary
Performance summary
2. UNDERSTAND THE COMPETITIVE MARKET PLACE
Market overview
Competitive analysis
3. SELECT STRATEGIC PRIORITIES
SWOT analysis
Portfolio analysis
Positioning
STAGES:
Managing the Business ~ Session 4 ~ July 2003
What makes up a Good Marketing Plan?
1. UNDERSTAND THE STRATEGIC CONTEXT
What business am I in?
Mission / Purpose
Financial summary
Performance summary
2. UNDERSTAND THE COMPETITIVE MARKET PLACE
Market overview
Competitive analysis
3. SELECT STRATEGIC PRIORITIES
SWOT analysis
Portfolio analysis
Positioning
4. DETERMINE OBJECTIVES & MARKETING
STRATEGIES
Assumptions
Marketing objectives
Gap analysis
Marketing strategies
STAGES:
Managing the Business ~ Session 4 ~ July 2003
What makes up a Good Marketing Plan?
1. UNDERSTAND THE STRATEGIC CONTEXT
What business am I in?
Mission / Purpose
Financial summary
Performance summary
2. UNDERSTAND THE COMPETITIVE MARKET PLACE
Market overview
Competitive analysis
3. SELECT STRATEGIC PRIORITIES
SWOT analysis
Portfolio analysis
Positioning
4. DETERMINE OBJECTIVES & MARKETING STRATEGIES
Assumptions
Marketing objectives
Gap analysis
Marketing strategies
5. IMPLEMENT CHOSEN STRATEGIES
Resources
Action plans
Contingency plans
Monitoring effectiveness
STAGES:
What makes up a Good Marketing Plan?
1. UNDERSTAND THE STRATEGIC CONTEXT
What business am I in?
Mission / Purpose
Financial summary
Performance summary
2. UNDERSTAND THE COMPETITIVE MARKET PLACE
Market overview
Competitive analysis
3. SELECT STRATEGIC PRIORITIES
SWOT analysis
Portfolio analysis
Positioning
4. DETERMINE OBJECTIVES & MARKETING STRATEGIES
Assumptions
Marketing objectives
Gap analysis
Marketing strategies
5. IMPLEMENT CHOSEN STRATEGIES
Resources
Action plans
Contingency plans
Monitoring effectiveness
STAGES:
Managing the Business ~ Session 4 ~ July 2003
RELATIONSHIP MANAGEMENT
What is the right approach for
YOUR business?
Managing the Business ~ Session 4 ~ July 2003
LITTLE UNDERSTANDING / INTEREST SAFETY, HEALTH & ENVIRONMENT
SHORT TERM TASK DRIVEN PROFESSIONAL EXPERTISE
NO RECOGNITION / OWNERSHIP DEBT & FINANCIAL RISK
GOOD TALKER PRESENTATION & SELLING
A HUNTER NEW BUSINESS
SUPERFICIAL CUSTOMER RELATIONS & COMMUNICATION
BACK TO THE WALL APPROACH PERSONAL EFFECTIVENESS
LONE RANGER MANAGEMENT
EFFECTIVENESS
TRIBAL BUSINESS EFFECTIVENESS
1. SALES REPRESENTATIVE RELATIONSHIP MANAGERS
UNDERSTANDS REQUIREMENTS /
STANDARDS
SAFETY, HEALTH & ENVIRONMENT
STRONG SELLING SKILLS PROFESSIONAL EXPERTISE
TRADES TERMS FOR VOLUME / $ DEBT & FINANCIAL RISK
SKILLED NEGOTIATOR PRESENTATION & SELLING
EAR TO THE GROUND APPROACH NEW BUSINESS
RESPONSIBLE / FLEXIBLE CUSTOMER RELATIONS & COMMUNICATION
BEST UNDER PRESSURE PERSONAL EFFECTIVENESS
INDEPENDENT NETWORKER MANAGEMENT
EFFECTIVENESS
BUDGET / SALES / MARGINS BUSINESS EFFECTIVENESS
2. TRADER RELATIONSHIP MANAGERS
ENSURES CONFORMANCE SAFETY, HEALTH & ENVIRONMENT
SELLING PROFESSIONAL PROFESSIONAL EXPERTISE
ACCOUNTABILITY OWNERSHIP DEBT & FINANCIAL RISK
MULTI-LEVEL SELLING PRESENTATION & SELLING
IDENTIFIES NEW BUSINESS NEW BUSINESS
DETERMINES, FULFILS AGREED
REQUIREMENTS
CUSTOMER RELATIONS & COMMUNICATION
TEAM PLAYER PERSONAL EFFECTIVENESS
CO-ORDINATES SALES PLANS & KPIs MANAGEMENT
EFFECTIVENESS
UNDERSTANDS MARKETS APPLICATIONS BUSINESS EFFECTIVENESS
3. ACCOUNT MANAGER RELATIONSHIP MANAGERS
IDENTIFIES OPPORTUNITIES SAFETY, HEALTH & ENVIRONMENT
HIGH LEVEL CREDIBILITY SPECIALIST PROFESSIONAL EXPERTISE
PREVENTATIVE WIN/WIN APPROACH DEBT & FINANCIAL RISK
ADVANCED MULTI-LEVEL SELLING PRESENTATION & SELLING
SEES STRATEGIC OPPORTUNITIES NEW BUSINESS
BROAD & DEEP RELATIONSHIPS CUSTOMER RELATIONS & COMMUNICATION
LATERAL THINKER / NETWORKER PERSONAL EFFECTIVENESS
NATURAL LEADER / CONTRIBUTOR MANAGEMENT
EFFECTIVENESS
EXTENSIVE ALL ROUND KNOWLEDGE BUSINESS EFFECTIVENESS
4. KEY ACCOUNT MANAGER RELATIONSHIP MANAGERS
ADVISER SAFETY, HEALTH & ENVIRONMENT
TRUST, RESPECT, CREDIBILITY
EVERYWHERE
PROFESSIONAL EXPERTISE
DEVELOPS WIN/WIN STRATEGIES WITH
CUSTOMERS / SUPPLIERS
DEBT & FINANCIAL RISK
MANAGES (Int/Ext) COMPLEXITY PRESENTATION & SELLING
CONTRIBUTES AT CORPORATE / INTERNAL
LEVEL
NEW BUSINESS
STRATEGIC LONG TERM FOCUS CRISIS TO
OPPORTUNITY
CUSTOMER RELATIONS & COMMUNICATION
KEY INFLUENCER. TEAM LEADER PERSONAL EFFECTIVENESS
COACH, MENTOR, STRATEGIST MANAGEMENT
EFFECTIVENESS
EXPERT, INNOVATOR BUSINESS EFFECTIVENESS
5. PARTNERSHIP MANAGER RELATIONSHIP MANAGERS
ADVISER
IDENTIFIES
OPPORTUNITIES
ENSURES
CONFORMANCE
UNDERSTANDS
REQUIREMENTS /
STANDARDS
LITTLE
UNDERSTANDING /
INTEREST
SAFETY, HEALTH &
ENVIRONMENT
TRUST, RESPECT,
CREDIBILITY
EVERYWHERE
HIGH LEVEL
CREDIBILITY
SPECIALIST
SELLING
PROFESSIONAL
STRONG SELLING
SKILLS
SHORT TERM TASK
DRIVEN
PROFESSIONAL
EXPERTISE
DEVELOPS WIN/WIN
STRATEGIES WITH
CUST/SUPPLIERS
PREVENTATIVE
WIN/WIN APPROACH
ACCOUNTABILITY
OWNERSHIP
TRADES TERMS FOR
VOLUME / $
NO RECOGNITION /
OWNERSHIP
DEBT & FINANCIAL
RISK
MANAGES (Int/Ext)
COMPLEXITY
ADVANCED MULTI-
LEVEL SELLING
MULTI-LEVEL SELLING SKILLED NEGOTIATOR GOOD TALKER
PRESENTATION &
SELLING
CONTRIBUTES AT
CORPORATE /
INTERNAL LEVEL
SEES STRATEGIC
OPPORTUNITIES
IDENTIFIES NEW
BUSINESS
EAR TO THE GROUND
APPROACH
A HUNTER NEW BUSINESS
STRATEGIC LONG
TERM FOCUS CRISIS
to OPPORTUNITY
BROAD & DEEP
RELATIONSHIPS
DETERMINES, FULFILS
AGREED
REQUIREMENTS
RESPONSIBLE /
FLEXIBLE
SUPERFICIAL
CUSTOMER
RELATIONS &
COMMUNICATION
KEY INFLUENCER.
TEAM LEADER
LATERAL THINKER /
NETWORKER
TEAM PLAYER
BEST UNDER
PRESSURE
BACK TO THE WALL
APPROACH
PERSONAL
EFFECTIVENESS
COACH, MENTOR,
STRATEGIST
NATURAL LEADER /
CONTRIBUTOR
CO-ORDINATES SALES
PLANS & KPIs
INDEPENDENT
NETWORKER
LONE RANGER
MANAGEMENT
EFFECTIVENESS
EXPERT, INNOVATOR
EXTENSIVE ALL
ROUND KNOWLEDGE
UNDERSTANDS
MARKETS
APPLICATIONS
BUDGET / SALES /
MARGINS
TRIBAL
BUSINESS
EFFECTIVENESS
PARTNERSHIP
MANAGER
KEY ACCOUNT
MANAGER
ACCOUNT MANAGER TRADER SALES
REPRESENTATIVE
RELATIONSHIP
MANAGERS
The Ten Steps of the Business Review & Development Process
1. Define the relationship
2. Clearly establish the goals
3. Develop a working model
4. Identify the processes
5. Prioritise
6. Measure the process
7. Develop action plan
8. Implement action plan
9. Review performance
10. Quantify results
Managing the Business ~ Session 4 ~ July 2003
ACCOUNT PLANS
1. OBJECTIVE: A clear specific statement of the business
results to be achieved for this particular client ~ both primary
and secondary.
Managing the Business ~ Session 4 ~ July 2003
ACCOUNT PLANS
1. OBJECTIVE: A clear specific statement of the business results to be
achieved for this particular client ~ both primary and secondary
2. STRATEGIC FOCUS: How broadly will this objective be
achieved.
Managing the Business ~ Session 4 ~ July 2003
ACCOUNT PLANS
1. OBJECTIVE: A clear specific statement of the business results to be
achieved for this particular client ~ both primary and secondary
2. STRATEGIC FOCUS: How broadly will this objective be achieved
3. TARGET CONTACTS: Whom will you need to influence in
order to achieve this objective.
Managing the Business ~ Session 4 ~ July 2003
ACCOUNT PLANS
1. OBJECTIVE: A clear specific statement of the business results to be
achieved for this particular client ~ both primary and secondary
2. STRATEGIC FOCUS: How broadly will this objective be achieved
3. TARGET CONTACTS: Whom will you need to influence in order
to achieve this objective.
4. CORE STRATEGY: The specific benefits that you will
promote so that this client will use YOUR business rather
than your competitors?
Managing the Business ~ Session 4 ~ July 2003
ACCOUNT PLANS
1. OBJECTIVE: A clear specific statement of the business results to be
achieved for this particular client ~ both primary and secondary
2. STRATEGIC FOCUS: How broadly will this objective be achieved
3. TARGET CONTACTS: Whom will you need to influence in order
to achieve this objective.
4. CORE STRATEGY: The specific benefits that you will promote so
that this client will use YOUR business rather than your competitors?
5. COMPETITORS REACTION: What are your competitors
likely to do?
Managing the Business ~ Session 4 ~ July 2003
ACCOUNT PLANS
1. OBJECTIVE: A clear specific statement of the business results to be
achieved for this particular client ~ both primary and secondary
2. STRATEGIC FOCUS: How broadly will this objective be achieved
3. TARGET CONTACTS: Whom will you need to influence in order
to achieve this objective.
4. CORE STRATEGY: The specific benefits that you will promote so
that this client will use YOUR business rather than your competitors?
5. COMPETITORS REACTION: What are your competitors likely
to do?
6. PROGRAMMES: What must be done to achieve the core
strategy (these may be single sales objectives developed
through the B.R.A.D. and/or Strategic Selling process/es).
Managing the Business ~ Session 4 ~ July 2003
ACCOUNT PLANS
1. OBJECTIVE: A clear specific statement of the business results to be
achieved for this particular client ~ both primary and secondary
2. STRATEGIC FOCUS: How broadly will this objective be achieved
3. TARGET CONTACTS: Whom will you need to influence in order
to achieve this objective.
4. CORE STRATEGY: The specific benefits that you will promote so
that this client will use YOUR business rather than your competitors?
5. COMPETITORS REACTION: What are your competitors likely
to do?
6. PROGRAMMES: What must be done to achieve the core strategy
(these may be single sales objectives developed through the B.R.A.D.
and/or Strategic Selling process/es).
Managing the Business ~ Session 4 ~ July 2003
THE TOTAL BUSINESS PLANS
CUSTOMER
ACCOUNT PLAN
Objectives
Strategic Focus
Core Strategy
Target Contacts
Competitors Reaction
Programmes
Single Sales Objective
BUSINESS PLANS
OBJECTIVES
STRATEGIC FOCUS
CORE STRATEGY
TARGET CLIENTS
COMPETITORS REACTION
PROGRAMMES
BUDGET
CAPITAL PLANS
TRAINING PLANS
MARKETING PLANS
CAPABILITY PLATFORM
Managing the Business ~ Session 4 ~ July 2003
This is the end of our fourth and final session
which I hope has helped you all ~ as you have
revisited some of the past few weeks learning
~ as well as offering you some additional
ideas about key account management and
benefit selling. Youre now ready to produce
a Strategic Business Plan for YOUR business
~ one that will bring real success to you all.
Good luck !!
Strategic Business Planning ~ Session 4
Mike Cameron July 2003