摩托罗拉公司销售战略建议书5-新华信.ppt
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摩托罗拉公司销售战略建议书5-新华信.ppt
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StrategyofCorporateSalesApril15th,2002BeijingInvestmentConsultantsInc.-ProposalChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan21.ProjectScopping2.OurApproach3.Q&AAgendaChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan3CanMotorolagainclearmarketleadershipincorporatechannel?
-realisticpotentialintheshorttomediumterm-longertermpotentialWhatactionsandinitiativesarerequired?
Developaclearstrategyandactionplanto:
GainclearmarketleadershipforcellularsubscriberunitsincorporatechannelFocusonkeystrategicindustries,organizationsandstrategiccitiesKeyQuestionsandObjectivesChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan4CriticalIssuesHowdocorporatecustomerssegment(byindustry,geographic,#ofemployees,demographicsofemployees)Howattractivearesegments(size,growth,loyalty,value)?
WhichsegmentsshouldMotorolatarget,participatein,andexit?
Whatisthecorevaluepropositionintargetsegments?
Whatareinitiatives?
ChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan5“Classic”StrategyToolsproprietaryResearch/AnalysisStrategicFrameworkDevelopmentLessonsfromOtherIndustriesCellularHandset“RulesoftheGame”AtcorporatechannelChannelStrategiesIndustriesOrganizationsRegionsorcitiesInsightsforMotorola-Initiatives-actionplansApproachRulesoftheGameOutputStrategicFrameworkChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan6WearecombiningproprietarydatawithleadingedgetoolsandtechniquesProprietaryDataCompanyResearchCompetitorDiagnosticMarketReviewDistributorInterviewsRetailerSurveys&InterviewsCustomerSurveysInterviewsFocusGroupsProprietaryAnalysisRootCauseAnalysisClusteringAnalysisforCustomerSegmentationPriceExperienceCurveLoyaltyStrategyFrameworksMarketForecastModelProductLifecycleAnalysisBrandEquityFrameworksA&PEffectivenessAnalysisPricingvs.PerceivedValueAnalysisTools&TechniquesChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan71.ProjectScoping2.OurApproach3.Q&AAgendaChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan8SalesRequirementsChannelSwitchingServiceIntensiveAccountisprioritizedif:
Accountsizing:
OwnershipType:
AccountPrioritizationMethodologyChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan9Mining/OilGovernmentProf.ServicesTransportationTV/MediaExplorationAerospaceEducationTelecomGov.TechServicesHighTechFinanceServiceSectorHeavyMFGConstructionRetail/DistributionHotelsAgricultureEnergy120%1008060200200400600MobileRatio(Handsets/1000Heads)GrowthRate(1996-2001E)200,000EstimatedTotalAnnualPurchases(2001)ChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan10Newvs.ReplacementPurchasesCustomersophisticationriseswithincreasingreplacementpurchasesUnits(MM)CAGRFY97-FY99E37%90%15%PercentageNewHandsets:
95%77%68%55%ReplacementpurchasesNewpurchasesChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan11LargeLargeLargeIndustrySegmentWhilethe14,000“corporatechina”accountsarespreadacrossallindustrysegments,thelargestopportunitiesareconcentratedinfinance,education,retail/tradeandgovernmentPercentofTotalorganizationMegaMegaMegaMegaFinanceEducationgovernment2,00018001300Total=14,000organizationsMediumChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan12ChannelSwitching(MegaSegment)PercentofTotalOrganizations50-60%oforganizationsarewillingtopurchasedirectVirtalDirectFromManufacturerViaphoneorfaxVirtualDirectFromManufacturerViaSalesCallNoYesSalesCallFromDistributorOverPhone/FaxFromDistributorDealerStore/RetailOutletNoYesChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan13AddressableRelationshipSegmentOfthe58K“corporate”largeandmegaaccountsvolume,theMotorolaaddressablerelationshipsegmentisestimatedat40KorganizationsPercentofTotalOrganizations“CorporateChina”SmallbusinessHousehold100ComputersPurchasedperyear30-100ComputersPurchasedPerYear100200k380k660k35,000Large7,1001,2001.65MM1.7MM43,000Organizations1.2MMUnitsMega“CorporateChina”AverageOrderSize(Unit)1805020PercentofTotalorganizationsChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan15RelationshipAccountsTotalNumberofPotentialRelationshipAccountsTotalPotentialMegaAccounts=1200TotalPotentialLargeAccounts=7100FinaceDistributinLightIndustryTelecomConstructionMining/OilTransport.HighttechProf.ServiceTV/MediaEducationGovernmentExplorationEnergyGov.TechServiceSectorAgricultureAerospaceHotelsHeavyMfg.ChinaStrategyofCorporateSalesExtranetStrategyandImplementationPlan16KeyCustomerLocationsBothpotentialMotorolarelationshipandtransactionaccountsareheavilyconcentratedaroundthetop15largecitie
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