Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Prioritizing Profit Driving Initiatives

  • Als Erste(r) kommentieren

  • Gehören Sie zu den Ersten, denen das gefällt!

Prioritizing Profit Driving Initiatives

  1. 1. www.breakthroughmaster.com Prioritizing Profit-Driving Initiatives APIC September 17, 2013
  2. 2. www.breakthroughmaster.com 2 •Only 13% of companies are achieving modest levels of sustainable and profitable growth •Typically, 40% of business is unprofitable Chris Zook, Profit from the Core and Beyond the Core Jonathan Byrnes, Islands of Profit In a Sea of Red Ink Are you beating the odds?
  3. 3. www.breakthroughmaster.com Place a Bet 3:1—A Good Bet? 3-1 means 3 times less likely to win. If you bet a dollar, and he does win, you win 3 dollars. You win more money because it was a longshot, less likely to win.
  4. 4. www.breakthroughmaster.com Your Odds? 3:1 25% of investments in growth initiatives actually result in creating value
  5. 5. www.breakthroughmaster.com WHY? The odds of getting to CWS 210:1 The odds of getting to CWS if have never gotten there before Runs scored and created > Home runs
  6. 6. www.breakthroughmaster.com ROI odds low because: 1. Not on strategy 2. Not enough vetting 3. Not well planned/implemented 4. Not well funded 5. Not enough time
  7. 7. www.breakthroughmaster.com Improving the Odds Odd Inhibitors 1. Off Strategy 2. Not vetted 3. Poorly implemented 4. Not properly funded 5. Too many other priorities Odd Enhancers 1. On Strategy 2. Case study justified 3. Properly planned 4. Funded adequately 5. Clear priorities
  8. 8. www.breakthroughmaster.com 1. What is your Strategy? Clear identification of strategy relative to others in the market as seen through the eyes of the customer. Price Meals Lounges Seating Choice Hub Connections Friendly Speed Frequency
  9. 9. www.breakthroughmaster.com 9 Typical Competitive Map Example #3 #2 #1 High Low Techn Cap RelnProduct Breadth Lead Time Tech Spt QualityRaw Mat GlobalPrice
  10. 10. www.breakthroughmaster.com 2. Case Study Justified Vet each initiative or idea against what matters most to the success of the organization and pursue those that rank the highest
  11. 11. www.breakthroughmaster.com 11 Decision Criteria Maximize Business Value Strategic Fit Consumer Acceptance Ability to execute Financial Implications i. Appeals to target ii. Strong and timely demand iii. They own the risk i. Strategic Position ii. Value Proposition iii. Consistent with brand i. Timing of product in product cycle ii. Do we have the skill set/capability? iii. Resource/Time required iv. Opportunity Cost i. Size of Opportunity (revenue) ii. Net Present Value iii. Size of investment iv. Risk v. Margin
  12. 12. www.breakthroughmaster.com 12 Decision criteria: Opportunity evaluation (rank 1-5; 5 is top) Write in criteria Option 1 Option 2 Option 3 Option 4 Option 5 Option 6
  13. 13. www.breakthroughmaster.com 3. Properly Planned Determine activities and schedules as well as resources required Number Initiative Owner Duration Start End 2012 Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 Measures 184 7/1/2012 1/1/2013 1.1 Establish dashboard measures 153 7/1/2012 12/1/2012 1.2 Communicate measures 15 12/1/2012 12/15/2012 1.3 Develop accountability measures for goals at leadership level 26 11/19/2012 12/15/2012 1.4 Approve goal measures and input into system 16 12/16/2012 1/1/2013 2 Performance Management ∞ 9/1/2012 12/31/2013 2.1 New meeting procedure 511 8/7/2012 12/31/2013 2.11 Review meeting recommendations 115 8/7/2012 12/1/2013 2.12 Communicate new meeting structure (assumes project mgmt) 30 12/1/2012 12/31/2013 2.13 Implement new meeting structure (track through proj. mgmt) 90 1/1/2013 3/30/2013 2.14 Revise meeting structure to meet needs 30 3/30/2013 4/30/2013 2.2 Develop training programs for select individuals 60 11/1/2012 12/31/2013 2.21 Research training options (skills, leadership) 50 11/1/2012 12/20/2012 2.22 Discuss training plans with individuals 30 1/1/2013 1/31/2013 2.23 Formalize training plan; integrate with corporate training 30 1/1/2013 1/31/2013 2.34 Implement and track 330 2/1/2013 12/31/2013 2.35 Review and adjust as needed 60 6/1/2013 9/1/2013 2.3 Implement goal measurement (see 1.4) 16 12/16/2012 1/1/2013 2.31 Quarterly review of goal measures 3 3/31/2013 12/31/2013 Consider implementation of performance management tool 146 8/7/2012 1/1/2013 3 Top Account Profitability Plans 511 7/1/2012 12/31/2013 3.1 Communicate template to sales reps accountable for identified top nine accounts 5 11/26/2012 11/30/2012 3.2 Review plan drafts in a one day session 90 12/1/2012 2/1/2013 3.3 Final plans due 60 2/1/2013 3/31/2013 3.4 Track plans monthly in sales meetings 240 4/1/2013 11/30/2013 4 Outside In 395 12/1/2012 12/31/2013 4.1 ID of info available and potential applications revised per budgets 30 12/1/2012 12/31/2012 4.2 Cross train other users (PM) 30 12/1/2012 12/31/2012 4.3 Review data applied; ID additional data needs; make budget rec. 150 6/1/2013 11/1/2013 5 Product Life Cycle Management 511 7/1/2012 12/31/2013 5.1 ID categorization criteria 31 12/1/2012 1/1/2013 5.2 Run data into template 31 12/1/2012 1/1/2013 5.3 PM categorizes products 15 1/1/2013 1/15/2013 5.4 Review categorization with sales and PD 15 1/16/2013 2/1/2013 5.5 Update template based on use 31 5/1/2013 5/31/2013 Categorize product again and review with sales and PD 31 6/1/2013 6/30/2013 2013 .
  14. 14. www.breakthroughmaster.com
  15. 15. www.breakthroughmaster.com 4. Adequately Funded What is the source of funds? Must you stop something else before you invest? What can you stop that no one will miss and you do for ego or tradition?
  16. 16. www.breakthroughmaster.com 5. Specific priority ranking Initiative Importance Urgency Champion 1. Front End Product Identification  Study trends and product performance history 95.1 H Pat 2. Product Development Process  Stage gate  Process of quotes from factory 95 H Kari 3. Price Strategy and Quotes 90 H Sandy 4. Sales Plan  Target customers  International 89 H Don 5. Well Defined Roles-Organizational Structure  Job descriptions  Document key tasks 57 H Don 6. Brand Strategy Plan 85 H Erin 7. Resource Allocation: People Time 78 H Sandy 8. Order Management 76 H Cameron and Leigh 9. Info Sharing on Product in Pipeline 55 H Kari Imperative to assign a rank to each initiative to manage resources and return
  17. 17. www.breakthroughmaster.com 17 Ranking Initiatives Initiative Impt Urgency Champion 1. 2. 3. 4. 5. 6.
  18. 18. www.breakthroughmaster.com 18 Competitive Map (proprietary)
  19. 19. www.breakthroughmaster.com Questions? • 7 Questions to Ask Before You Hire a Strategic Planner • Blog Sign Up • Master Breakthrough Growth Minibuk Series

    Als Erste(r) kommentieren

    Loggen Sie sich ein, um Kommentare anzuzeigen.

Aufrufe

Aufrufe insgesamt

525

Auf Slideshare

0

Aus Einbettungen

0

Anzahl der Einbettungen

2

Befehle

Downloads

8

Geteilt

0

Kommentare

0

Likes

0

×