This document presents a case study on applying a unique GCMBC approach to stabilize sales and define a new strategy for a division of a large ICT corporation. The objectives were to define the company's genetic code and key competencies, identify market opportunities, and prepare an executable business plan. The approach involved restructuring the division, implementing a new management system, and coaching the management team through the changes. The roadmap outlined developing the vision and environment analysis, understanding customers and markets, defining products/services, establishing management processes, and implementing marketing, sales, and delivery functions.

1. (R)Evolution
in Business Development
Case Study
Radovan Jirka, Mar 16 2010
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2. About Myself
Independent consultant 1997 - 2004 Unicorn
Biggest CZ ICT Corporation
Focus to
“From Tester to B-1”
Who sells what to whom 2004 - 2007 Corpus Solutions
and how Major CZ ICT Security Player
on the CZ Market
Using
“From Consultant to COO”
Solution Selling concept 2008 1M New Media Agency
Unique “GCMBC” approach TOP10 CEE Digital Agency
CEO, 35% annual revenue growth
Best practice of my whole
career 2009 Independent Consultant
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3. GCMBC Approach
G - “Genetic Code” Compatibility
C - “Core Competency”
M - “Market Life Cycle”
B - “Balance Mechanism”
C - “Change Spiral Mechanism”
GCMBC - unique approach, how to reach “the right” results
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4. Case Study
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5. Case Study Objectives
Present GCMBC approach on real project
Present my competency on real results
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6. Case Study Agenda
Company Situation
Project Objectives
Key Concepts
Benefits
Roadmap
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7. Company Situation - 1
Global ICT Corporation (NASDAQ) 2009
with powerful local presence
Strategy: “Hold market
Nr. 3 on the CZ ITC market
(EUR 44mio. revenue in 2009) share, prepare for the future”
2007 The most of customers
Acquisition of the major local ICT reduced contract rates up to
player 30%
2008 2010
Integration of the acquired
business. The most of that Strategy: “Maximize Profit”
moved to Finance Division
Global financial crisis came to
CEE region
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8. Company Situation - 2 4% Profit
Finance Division Revenue
Body Shops
Custom Development
19% Central
Overhead
42%
40 12% Div. Overhead Costs
81%
Annual Revenue (EUR)
30
Pay Costs
20
45%
10
Avg (L4) Avg Body-shop
Internal Rate Customer Rate
2007 2008 0
2009
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9. Company Situation - 3
Customer Portfolio
“Raising Star” “Cash Cow”
Potential
High
High
Low
Low
“Wild Cat” “Dead Dog”
Revenue
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10. Company Situation - 3
Customer Portfolio
“Raising Star” “Cash Cow”
Potential
No
Rising Stars
High
High
Low
Low
“Wild Cat” “Dead Dog”
Revenue
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11. Company Situation - 3
Customer Portfolio
“Raising Star” “Cash Cow”
Potential
TOP5
Customers near
“Dead Dog”
No
Rising Stars
High
High
Low
Low
“Wild Cat” “Dead Dog”
Revenue
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12. Company Situation - 4
Weaknesses
Market perception: “Ferda the Ant” - No answer to
question: “Why to choose the Company?”
80% revenue based on services with low added value
Fail to hunt new territories
Too much overhead for small orders
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13. Project Objectives
To stabilize sales team
To define genetic code
To identify key competency
To identify market opportunity
To (re)define product portfolio
To prepare and execute real business plan
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14. Project Objectives
To stabilize sales team
To define genetic code
To identify key competency
To identify market opportunity
To (re)define product portfolio
To prepare and execute real business plan
To reverse decreasing trends in Profit/Revenue
To (re)start division growth up
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15. Key Concepts - 1
Business consulting services
New added value
Approach, how to generate additional sales opportunities
Way, how to attack additional customer budgets
Product development and management
New added value
Competition differentiation
Following the territory trends
Long term delivery effectivity and profitability
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16. Key Concepts - 2
Hunting / Farming Separation
Non-profitable contracts separation using
Insourcing to customers
Low-cost strategic outsourcer
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17. Benefits
Defined and approved strategy and business plan
Restructured (units, processes, responsibilities) division
Implemented management system
Suspect generation
Prospecting
Opportunity management
Overall reporting
Coaching and mentoring of division management team
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18. Benefits
Defined and approved strategy and business plan
Restructured (units, processes, responsibilities) division
Implemented management system
Suspect generation
Guidance
Prospecting
through
Opportunity management the business change
Overall reporting
Coaching and mentoring of division management team
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19. Roadmap
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20. Roadmap
Vision
& Mission
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21. Roadmap
Vision Environment
& Mission
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22. Customers
Roadmap Partners
Competition
3rd Parties
Vision Environment
& Mission
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23. Roadmap
Vision Environment Customer
& Mission
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24. Segments
Roadmap Value Chain
Needs
Vision Environment Customer
& Mission
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25. Roadmap
Vision Environment Customer
& Mission
Products
& Services
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26. Roadmap
Features
Benefits
Barriers
Selling Points
Vision Environment Customer
& Mission
Products
& Services
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27. Roadmap
Vision Environment Customer
& Mission
Management Products
System & Services
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28. Roadmap
Vision Environment Customer
& Mission Units
Roles
Processes
Responsibilities
KPI’s
Management Products
System & Services
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29. Roadmap
Vision Environment Customer
& Mission
Management Products
System & Services
Marketing & Sales
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30. Roadmap
Vision Environment Customer
& Mission
Management Products
Suspect
generation System & Services
Prospecting
Opportunity Mng.
Marketing & Sales
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31. Roadmap
Vision Environment Customer
& Mission
Management Products
System & Services
Delivery
Marketing & Sales
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32. Roadmap
Vision Environment Customer
& Mission
Management Products
System & Services
Delivery
Marketing & Sales
“Good numbers”
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