Delta Management consulting firm
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Transcript of Delta Management consulting firm
Delta ManagementDelta Managementconsulting firmconsulting firm
Company presentation
2
Company Statement:
Delta Management is a
Russian consulting firm with
focus on development and execution of
effective and competitive
sales and marketing strategiesWho
we
are
Who
we
are
3
Delta Management missionDelta Management mission
To provide considerable business growth to our clients in Russia and CIS through:
sales and marketing strategy development and optimization
development of most competitive business processes, sales policies and procedures
building an effective sales & marketing complex
Who
we
are
Who
we
are
4
StaffStaff
15 consultants* at different levels
Great combined work experience in
multinational and Russian companies
Last job positions of some consultants: AT-Trade, Inc., – Dobrovolski D., – General Director
Severstalmash group of companies, CJS “PeterStar”
(Metro Media Group), – Rytikov A.,– Partner
Mobile Telecom Systems, – Vetrova T., – Research
Director
Who
we
are
Who
we
are
5
Our client listOur client list
Crystall Group - (vodka brands “Gzhelka”, “Russian White Gold” etc.) - 60% of
Moscow vodka market building regional distribution system
sales structure optimization
Rosman Publishing house – (Harry Potter project in Russia) building efficient sales and marketing system
PEZ-Haas (PEZ-Haas product range) competitive analysis
SD-Foods, largest Mars distributor in Russia product category research
Demiurg Group of companies (“Smolenka” butter & mayonnaise brands,
“Smolenskoe”, “Krestyanskoe zastolie”) building efficient sales and marketing system
competitive product category analysis
business partner commercial audit
Who
we
are
Who
we
are
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Our client listOur client list (continuation)
RosBuilding Group of companies product category research
A-T Trade (coffee brand “Luxor”, tea brand “Edwin”, fruit drink “Fruting” etc.) competitive analysis commercial audit and assessment of distribution companies in CIS
Tver Mill complex (premium flour brand “Tverskoe MKB”) building efficient sales and marketing system
BelEconomBank – investment project “Ramensky Konditer” (croissant brand
“Mont Blanc”) competitive analysis
building regional distribution system
search for strategic partner – Frito Lay of PepsiCo became distributor as of 01/01/04
ARMI PharmAssociation of Produces of Disposable Medical Articles competitive analysis
building efficient sales and marketing system
Who
we
are
Who
we
are
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Our productsOur products
1. Selection of distributors for manufacturing companies
2. Allocation of teams of sales and marketing professionals for
investment projects
3. Building and optimization of effective sales systems (re-structuring
of sales and marketing departments)
4. Introduction and implementation of changes in structural units –
transfer of knowledge, skills and sales techniques / teaching
client’s personnel
5. Sales structure expenditures optimization
Who
we
are
Who
we
are
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AdvantagesAdvantages
Company’s specializationCompany’s specialization provides high level of expertise
Successful work experienceSuccessful work experience of our consultants in leading positions in largest Russian and multinational companies
Full introduction and implementationFull introduction and implementation of solutions developed
Who
we
are
Who
we
are
As an example, on the next few slides we give our detailed approach to the project of
building an effective sales system
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Project scheme – effective sales system Project scheme – effective sales system setupsetup
Alg
orith
m o
f our
wor
kA
lgor
ithm
of o
ur w
ork
Audit
Internal External
Existing business processes assessment
Distribution channels
Timing of main operations execution
Org chart
Sales policy
Main employee manualsand regular KPI procedures
Staff policy
Introduction and building knowledge in structural units –transfer of knowledge and technology of work to staff
Main policies:•assortment•client•pricing•credit
I II
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Mandatory blocks within sales Mandatory blocks within sales efficiency projectefficiency project
Who
we
are
Who
we
are
Sales policy
Assortment policy Client policy
Main businessprocesses in S&M
Functional duties
Pricing policy Credit policy
Business processesin Sales
Functional dutiesin Sales
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Optional blocks within sales efficiency Optional blocks within sales efficiency projectproject
Who
we
are
Who
we
are
Sales policy
PlanningPrice and distribution
monitoring
MerchandisingNew channelsopening
Key performanceindicators (KPI) and motivation
Business processesin marketing
Functional dutiesin Marketing
Enteringnew markets
Managementcoaching
Sales structureexpendituresoptimization
Commercial auditPlanning budget
systems
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Approach to problemApproach to problem
Alg
orith
m o
f our
wor
kA
lgor
ithm
of o
ur w
ork
AUDIT
STRATEGY DEVELOPMENTAND SELECTION
S&M DEPARTMENT ACTIVITYOPTIMIZATION
EXECUTION OF CHANGES
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Building an effective Building an effective sales and marketing system sales and marketing system
Pro
ject
pla
nP
roje
ct p
lan
3-4 weeks 2-4 weeks 4-6 weeks 8-12 weeks 12 months
Follow-upconsulting
Executionof changes
S&M department
activityoptimization
Strategy
developmentand selection
Companyaudit
Stage #1 Stage #2 Stage #3 Stage #3 Stage #5
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Audit. Stage #1Audit. Stage #1
External: Market / category Competition Distribution channels
Internal: Company’s objectives and strategy Portfolio assessment Org chart and existing business processes
The
seq
uenc
e of
sta
ges
The
seq
uenc
e of
sta
ges
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Audit. Stage #1.Audit. Stage #1.Results – what client receivesResults – what client receives
Product category Competitors’ goals and conditions of work Client’s sales strategy Correspondence of client’s sales strategy to client’s general
strategy Assessment of effectiveness of:
assortment portfolio client segmentation price structure credit policy
Internal business processes reconstruction Existing org chart primary assessment Project goals correction and finetuning
The
seq
uenc
e of
sta
ges
The
seq
uenc
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Development and selection of Development and selection of sales strategy. Stage #2sales strategy. Stage #2
Selection of optimum portfolio
Geography of sales
Distribution channels
Promotion means
The
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Sales strategy. Stage #2.Sales strategy. Stage #2.ResultsResults
Optimum product portfolio
Existing and new markets analysis
Geography of sales, order for entering new markets
Distribution channels corresponding to client’s strategic
goals
Recommendations on selection of promotion programs
The
seq
uenc
e of
sta
ges
The
seq
uenc
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ges
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S&M department activity S&M department activity optimization. Stage #3optimization. Stage #3
Org chart
Functional duties
Sales policy – general issues
Processes and procedures– development of detailed
provisions of sales policy
Planning
Personnel
Key performance indicators (KPI)
The
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Functional duties. Stage #3Functional duties. Stage #3
Place in org chart
Field of responsibility
Tasks and areas of reporting
Rights and responsibilities
Performance assessment
Administrative provisions
The
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uenc
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ges
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ges
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Sales policy. Stage #3Sales policy. Stage #3
Assortment/ SKU policy
Client policy
Pricing policy
Credit policy
The
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ges
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Sales policy. Stage #3. ResultsSales policy. Stage #3. Results
1. Developed and formalized sales policy:
a. balanced assortment portfolio
b. segmented client list
c. developed price list and discount system
d. credit policy
2. Corrected / developed and formalized business processes
and procedures
The
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uenc
e of
sta
ges
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Sales policy. Stage #3. Results Sales policy. Stage #3. Results (continued)(continued)
3. Developed org chart which corresponds to the tasks of:
a. strategic goals solution
b. chosen distribution channels cover
c. S&M department work efficiency
4. Developed and formalized documents on org chart:
a. functional duties
b. key performance indicators (KPI)
c. KPI methodology and frequency of control
d. motivation program and personnel development (upon request)The
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uenc
e of
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The
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ContactsContacts
How
to r
each
us
How
to r
each
us
Address: 226 office, Sokolnicheskii val str. 1B buildig 2, Moscow, 107113, Russia
Phone: +7 (495) 638-56-60
E-mail: [email protected]
Web-site: www.delta-management.ru