-1-MUC-0040-00001-01-03dImprovingefficiencyinsales–SalesprocessoptimizationTool(shortversion)PartofCompetenceCenterMarketing&SalesITP-boxMunich,September1999RolandBerger&PartnerGmbH–InternationalManagementConsultantsBarcelona–Beijing–Berlin–Brussels–Bucharest–Budapest–BuenosAires–Delhi–Detroit–Düsseldorf–Frankfurt–HamburgHelsinki–HongKong–Kiev–KualaLumpur–Lisbon–London–Madrid–Milan–Moscow–Munich–NewYork–ParisPrague–Riga–Rome–SãoPaulo–Shanghai–Sofia–Stockholm–Stuttgart–TelAviv–Tokyo–Vienna–Zurich-2-MUC-0040-00001-01-03dHistoricallygrownsalesprocesseshavehighefficiencypotentials•Considerabletie-upofsalesresourcesinnon-customerrelatedactivitiesleadstoneglectofactivemarketingandsalesapproach•Lackofprioritization/evaluationoftaskstocontrolintensityofsalesapproachneeded,andundifferentiatedprocesseswhichdonotconsiderthedegreeofcomplexity,leadtoarelativelyhightie-upofresourcesinproposalandorderprocessing,andlongprocessingtimes•Incompletetechnicalandcommercialclarification/specificationduringtheproposalphasecausesagreatnumberofchangesandadaptationsinthefollowingprocesssteps•Unclearallocationoftasksbetweencentralanddecentralizedsalesunitstiesupcapacitiesduetoredundantprocesses/doublework•Insufficientdecentralizeddecision-makingcompetenceleadstocoordinationprocesseswhichrequirealotofresources-3-MUC-0040-00001-01-03dTheobjectiveofsalesprocessoptimizationistoexploitexistingefficiencypotentialsbyredesigningsalesprocesses•Eliminateprocessstepswhichdonotcreatevalue/areredundant•Distinguishbetweentypesofsalesprocesses,takingcustomerandproductrequirementsintoaccount•Shortenprocessingtimesbystreamliningprocesses,conductingsomeprocessstepsinparallel,andreducingthenumberofinterfaces•AutomateroutinetasksandimproveinternalcommunicationviaincreaseduseofinformationtechnologySource:Marketing&SalesCC,RolandBerger&Partners-4-MUC-0040-00001-01-03dOptimizedsalesprocessesleadtogreatercustomerbenefitSource:Marketing&SalesCC,RolandBerger&Partners•Differentiationbetweenprocesses•Avoidanceofinternalfrictionallosses•Intensiveuseoftechnology•Optimizationoftheentireprocess/integrationofcustomerinterfacesOptimizedsalesprocessesIncreasedcustomerbenefit•Improvedavailability•Quickresponsetimes•Shortprocessingtimes•Highprocessquality-5-MUC-0040-00001-01-03dThesalesprocesscanbedividedintothreesub-processesSalesprocessSource:Marketing&SalesCC,RolandBerger&PartnersAcquisitionofnewcustomers/customercareProposalwritingOrderprocessing•Marketing,clientrelationshipmanagement•Supportof"buyingcenter"•Acquisitionofnewcustomers(pre-selling)•Clarificationoftechnical/commercialissues•Interfacemanagementforsupportingfunctions(e.g.R&D,applicationstechnology,marketing)•Writingandfollow-upofproposals•Registeringofproposaldetails•Interfacetoprocurement,logistics,manufacturing,projectplanning•Ordertracking,monitoringofdeliverytimes•Billing-6-MUC-0040-00001-01-03dThedifferentlevelsofbusinesscomplexitymustbeconsideredwhenoptimizingprocessesTypesStandardComplexProjectWorkflowhighlyautomatedDifferentiationaccordingtocomplexitytypesCross-functionalprojectorganizationITITITIIIIII•FMCG•Retailproductsinthecapitalgoodssector•Commodityproducts•Warehouseproducts•Highpotentialforautomation•Productsnotself-explanatory•Customizedspecifications•Productiontoorder•Highneedfors...
