382
(218) 164)
97
(218) (121)
79
(224) (145)
---
--- ---)
1
(55) (54)
177
(497) (320)
2,836
62 110
22 324
1,137
(104) (29) (69) (72)
(1,087)
(42) 81) (47) 252)
50)
Starting Base
Plant
Current Organizational Structure
VP and Director, MWS Division
VP, National Sales
CS Manager (1)
Telemarketing Manager (1)
Zone Managers (5)
CS Managers
(11) 98)
412
(149) 263)
---
---
---
98
(155) (57)
218
(97) 121)
0
(21) (21)
316
(273) 43)
102 75 26
312
1,866 1,334
(90) 12) (19) 56) (33) (7) (45) 267)
(677) 657)
Raw data only, no analysis presented to support the conclusion (hypothesis)
ES
Assistance
CAS
Technical
TSE
Assistance
Price
Concessions
Expediting
DM
Price Concessions
Expediting
Customer
Ordering ASP selling/implementation ISP selling Quoting/cross-referencing Expediting Technical assistance in person Rotational calls Availability
1990 & 1991 Most Often Brand Switchers Within Last Three Years
9
Source: Continuous Tracking from Sample of 29,081; Consulting Analysis
WHAT DO YOU SEE IN A GOOD OR BAD SLIDES?
GM (%) 37.6 45.3 34.9 40.9 50.5 (9.9) 20.0 40.2
GM ($000) 958 2,400 827 624 641 (15) 138 5,573
GM % of Total 17.2 43.1 14.8 11.2 11.5 (0.3) 2.5 100
Messages are buried in the data
5
Example
STRONG GROWTH IN OTHER PRODUCTS OFFSET BY PARTS’ DECLINE
Product Alarm & detection Broad diffusion IR sensors Chloride Bulk chloride Parts Design Total
11
SLIDES ARE VISUAL AIDS
Focus the audience’s attention on message • Help explain the message • Provide another means for the audience to process the information • Reinforce the message–aid to memory
• From choosing the most appropriate slide type – words, tables, graphics
• To writing a slide that is clear and interesting
3
WHAT PUZZLES YOU OR CHALLENGS YOU THE MOST WHEN WRITING SLIDES?
69 75 34 366
1,721 1,464
(99) (30)
(7) 68)
(31)
3)
(46) 320)
(570) 894)
Starting Base
Competitor B
Won + Lost = Net
91
(68) 23)
267
(19) 248)
5
(82) (77)
31
(37) (6)
109
Financial Analyst
Team Zone Operations
Leader
Manager
Technical Engineers
Remote Customer Technical Service Engineers Reps
CAS Manager CAS Reps
7
Example
THE 36” LIFTER DOMINATES SALES AND PROFIT
1992 Product Family Profitability
CFROI (%)
12.0
9.7 8.3
Discount Rate 4.66%
Current Dollar G.I. ($M) Revenues ($M)
36”
555 349
10” 96”
19 35 17 19
0.85
0.02
14”
12”
1991 Sales ($000)
2,551 5,303 2,372 1,524 1,270
152 691 13,863
Sales % of Total
18.3 38.3 17.1 11.0
9.2 1.1 5 100
1987-91 CAGR (Real %) 31.9 10.9 13.8 (28.5) (4.0) (36.2) (2.9) (1.6)
Availability Quoting ISP cross-referencing Ordering Price concessions Expediting
Price Concessions
Group
Ordering
Quoting Availability
Price concessions
CSR Expediting
Lifter Bore (Volume)
179
91
60
30
Is the complexity necessary?
Note: Width of bar is proportional to CDGI
*Valuation ROI - 3y median CFROI
8
Sources: LRP; HOLT Value Model
• Several low value areas consume time • TSE time consumed by activities which could be handled more
efficiently by other resources • No sales growth from current model • Lots of opportunity to leverage other resources, like CAS • Most customers receptive to recommendations that allow us to
Detailed internal diagnostic • Time spent by activity by responsibility • Capacity of the system
• Current contact model does not have capacity to serve all customers adequately
(10) Telemarketing
TSRs
CSRs (65)
(13)
Latrobe Telemarketing
(9)
ES District Managers
(6)
District Managers
(30)
ESs
TSEs (186)
(46)
TSRs (23)
CAS Manager
(1)
CAS Reps (4)
Other Segments Segment 1 Segment 2 Segment 3 Segment 4
Total
Starting Base
Client
Won + Lost = Net
60
(98) (38)
198
(56) 142)
6
(52) (46)
25
(81) (56)
153
(29) 124)
Example
PREMIUM LOW CALORIE SWITCHING OCCURRING WITHIN PREMIUM SEGMENT, NOT NEAR PREMIUM
Halt the Leaks to Competitors
Brand/Segment Total Super Prem.
Product 1 Product 2 Product 3 Other Total PFC Near Prem. Product 1 Product 2 Product 3 Other Total PLC