Functional Expertise
- Go-to-market Strategy & Execution
- Business Development & Revitalisation
- Managing Growth
- Sales and Operations Planning (S&OP)
- Key Account Management
- Sales Controlling
The right things and the things right
You will get „do the right things“ and leadership on „do the things right“ from one single source. I have always been at the „front lines“ and thus know what works. Also what it takes for teams and individuals to execute strategic decisions. And, of course, taking these decisions.
Go-to-market – step into new markets, segments, channels
The right things:
- Analyis of the relevant market, it´s segments, channels and potential customers.
- Develop a go to market strategy based on sell-in and sell-out goals and assumptions
- Make a roll-out plan and align with relevant functions
- Hire the right people to ensure go to market´s success
The things right:
- Test key assumptions and adjust strategy if needed
- Develop Sales Material, Displays, e.g.
- Lead roll-out with Project Management Standards
- Support the Sales Team at client side
Business Development & Revitalisation – a plan for growth
The right things:
- Clarify the stage of business and organisation in the lifecycle
- Embed business development in context of the companies objectives, goals, strategy and measures (OGSM)
- Select methodology e.g. Ansoff Matrix, advanced SWOT
- Decide for a Strategy from options
The things right:
- Develop a plan containing Product / Customer Portfolio and organisational development
- Prioritize measures in alignment with Marketing, Product Management, Sales, Finance and Supply Chain
- Test measures at the customers / consumers frontline
- Adjust plan if necessary and roll out final plan
Managing Growth – adopt the organisation to market success
The right things:
- Review of current processes / systems and check scalability
- Review of current’s organisational stage and check scalability
- Reshape processes and organisation according to current and expected Growth
- Initiate cultural change by coaching leaders and teams
The things right:
- Get the right people on the right place to support companies mission
- Hire new people that fit with teams / companies spirit, speed and philosophy
- Help out at client side or internal sales if needed
Sales and Operations Planning (S&OP) – connect to a good plan
The right things:
- Review current approach and spot the gaps and weaknesses (forecast accuracy, stock-outs, decision making, cultural boundaries)
- Install a monthly S&OP cycle to get constant communication and integarted decision making between all stakeholders
- Establish a 18-24 month rolling demand driven forecast
The things right:
- Define new roles and new responsiblities
- Agree organisation on common measures and ways to communicate
- Establish fast track communication to ensure demand related risk and crisis-management
- Initiate cultural change by coaching leaders and teams
Key Account Management – become a data based growth driver
The right things:
- Discuss current approach with Key Account Managers and identify the benefits of adding relevant qualitative and quantitative data
- Discover business potentials by using relevant qualitative and quantitative data
The things right:
- Find out how relevant data can be easily gathered
- Help to integrate relevant data into proposals, internal requests, external negotiations
- Define standard formats for decision making with Sales Management
Sales Controlling – measure success
The right things:
- What is success (output) and what drives success (input)?
- What data is important and what can be ignored?
- Agree on and define common KPIs
The things right:
- How to generate relevant data out of the systems
- Visualize KPIs and prepare a meaningful set of numbers for Management decisions