Strategic Growth Leaders Agenda About SGL Recap on Strategic - - PowerPoint PPT Presentation

Strategic Growth Leaders

DEVELOPING YOUR PLAN FOR GROWTH

Agenda

 About SGL  Recap on Strategic Planning  Implementing the Plan – 3P’s & 3C’s  Case study  Tea & Coffee  Some Examples & Discussion  CFO Forum

About SGL

We provide a highly experienced strategic / financial manager that can work for as long as you require and as frequently as needed. We engage with you, listen to your needs and help you hand pick the most relevant and accomplished expert from our extensive network.

Outsourced Finance Director Budgeting & Forecasting Professionalising the Finance Function Strategic Planning & Implementation Growth & Profit Improvement Funding Advisory Services Mentoring / Coaching

How We Work…

Step 1. We meet with you to understand what you need Step 2. We select from our highly experienced panel and present a number of options to you. Step 3. Once you have met and selected the SGL expert for you, we’ll agree the scope of the work

Who I am, what I do,

I am a Chartered Accountant, training at KPMG Broad Leadership experience across various business functions

• Strategy & Planning
• Finance – Commercial, Planning & Reporting
• Marketing – Brand Positioning, Product Development and Trade
• Operations – Customer Care, Purchasing

Most recently I lead a business from turnaround to Ireland’s Most Recommended Network ( c€70m turnover)

My passion is working with businesses to deliver ahead of expectations by empowering their teams to perform at their best.

Recap on Strategic Planning

Strategy – What?

Strategy – What?

 Strategy is a Plan which considers the longer term  But Why do Businesses need a Strategy or a Plan  Share, Agree & Commit to the Ideas

• f Growth, Change, New Markets/

Products/ Customers  Communicate so that everyone understand what ( Functional) they are here to do and Why (Motivation)  Achievement – something to measure, adjust and track progress

‘Strategy is about making choices, tradeoffs . It’s about deliberately choosing to be different’

Michael Porter

There are Many Ways to Develop a Strategic Plan

Strategy 1 Strategy 3

The Strategic Growth Leaders Roadmap…

Today

Key Performance Indicators (KPI’s)

Actions

Systems & Processes People & Culture Finance Marketing & Sales Products & Services

Vision

Strategy Objectives Critical Success Factors

Implementing the Plan

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Let’s Just Do it…

First Focus on the P’s to Develop the Plan

Process People Problems

People Process Problems

… and then 3 C’s to Communicate the Plan

Clarify Communicate Cascade

Implementing Strategy – The Process

 Framework  Structure  Meetings  Metrics

Process

Framework

Plan

Priority 1 Priority 2 Priority 3 Lead & Team Lead & Team Lead & Team Weekly Daily Monthly KPI’s Sales Presentation

Process

Structure

Priority 1 Retain Existing Customers

Focus on Port In’s Implement Save Team Retention Systems

Clearly Define the Scope of work to achieve the Objective

Leadership Define Roles & Responsibilities Resources Clear Agenda Right People Short Meetings

Right Skills in the Right Place Useful Tools Program & Project Charter Useful Tools RACI Decision Making Meetings Useful Tools Clear Agenda and Next Steps

Process

Metrics

Business Metrics

• a quantifiable measure that is used to

track and assess the status of a specific business process

• Every area of business has specific metrics

that should be monitored eg. marketeers track campaigns and program statistics, sales teams monitor new opportunities and leads Key Performance Indicator

• Used to track progress on an activity which is

critical to overall business success i.e. Sales, Churn

Process

Tools – Project Charter; RACI; Balanced Scorecard

Process

Questions

Implementing Strategy – The People

 Right People, Right Roles  Leadership  Accountability

People

Right People on The Bus

People

Leadership

People

 Make Decisions  Escalate Issues/ Ask for Help  Bring in the right expertise  Bring the best out of a team

Accountability…

Accountability

People

Objectives Measurements Performance Rewards

Clear Direction

• Establish Co Objectives
• Cascade throughout

company

• SMART

Alignment

• Operational Review
• Monthly results review
• Convert Data into

information

• Common Language

Evaluate Results

• Re enforce Objectives
• Focus on Results
• Improve

Communication

• Build Bench Strength
• Team development &

training Reward & Recognise

• Tie Rewards to Results
• Identify Role Models
• Celebrate Success
• Identify Best Pracitce

Some People Tools

 Strengths Finder/ Skills analysis  Organisational Review  Review Current Structure – will it meet needs of Strategic Objectives  Develop To Be Structure  Execute  Coaching

People

Questions

Implementing Strategy – The Problems

 Keeping Focused on the Plan  Not Winning as Expected  Changing Direction/ Pivoting

Problems

Keeping Focused on the Plan

Problems

Not Winning as Expected

 Celebrate Quick Wins  Keep Communicating  Understand what is hindering progress  Is there something different which mean the plan needs to be altered?

Problems

Changing Direction/ Pivoting

• Gather the best information you

can – Customer, Market, Competitors, Internal Metrics

• Consider, Debate and Challenge
• Decide and build a Change plan
• Implement the New plan

Problems

Questions

… and then 3 C’s to Communicate the Plan

Clarify Communicate Cascade

Implementing Strategy – Clarify the Plan

 Develop the Plan as a Team  Write it Down  Agree Streams and their Priority  Identify Quick Wins

Clarify

Implementing Strategy – Communicate the Plan

 Simplify the Vision & Objectives  3 Key areas  Customer Focused  Communication Sessions  Two way conversations  Opportunity to build  Regular update on Plan Progress  Celebrate success to keep teams motivated

Communicate

Clear and Simple Way to Communicate the Plan

Be a Challenger Again Truly Leverage Tesco One Team, One Direction

• Grow and retain PAYG
• Grow PAYM
• Refresh brand (simple, value,

reward)

• Great Customer Experience,

self serve, in store, online, by phone

• Effective Distribution Model
• Maximise loyalty of Club

Cards members

• Make it as simple as possible

to switch

• Tesco Mobile Ireland (TMI)

identity

• Investing in our people to ensure

they have the skills, knowledge and tools to do the job

• Know our numbers and how to

impact change in our business

To be the No. 1 choice of mobile provider for Shoppers through the delivery of market leading Customer Satisfaction by being:

David & Goliath

Simply the best Service Clearly the best Value More Tesco Rewards

Vision Objectives What we want to be Famous For

Talk to Everyone

 Build review and challenge the plan and priorities with management team  Be Open to Changes  Schedule communication sessions appropriate to your organisation,  Ideally led by CEO & management team  Objective is that everyone in the team

understands the Big Picture, how their role

contributes

Communicate

Implementing Strategy – Cascade the Plan

 Objectives aligned to overall plan  Each individuals knows their contribution to the larger plan  Discussion at smaller team meeting so that full team understand the plan  Review Dashboard at monthly team meetings so teams can see how the business is operating vs the Plan

Cascade

Keep Communicating & Celebrate Success

 Each week, month or quarter, let the team know how the business is performing vs the Plan  Celebrate what is going well  Be Honest about what is not going as expected  Be Clear about what you are doing about it – wait to gather more info, working on new plan, making a change  Keep updates positive but real

Cascade

Questions

Case Study

 Review and ask any questions  Formulate your response  In pairs discuss your strengths  Feedback by Group

Examples & Discussion

41

Company A - Strategy Communication…

Company A - Strategy Framework…

• Strengths & Weakness of different

areas of our business i.e. Care, Channels, Products and their importance to our customers

• Future View of why & how

customers use our product to identify opportunities & threats

• Go to market position proposed by

market incl sub segments

• Outline

Recommend ations to Board

Decisions

• Understand the problem
• Macro
• Customer
• Business Issues
• Brainstorm what’s working/

what needs to change

• Stakeholder Engagement
• Other business units
• Suppliers
• Funders
• Understan

d the Context

The Problem

Phase 1 Phase 3

• Complete From To : Strategy;

Customer, Process etc.

• Prioritised Design Principals

focussed on how, when and interdependencies

• Gaps identified & how to bridge
• Measures of Success agreed
• Key recommendations outlined

Phase 2

• Who are our

Customers and Why do the buy from Us?

Who & Why by Market

Company A - The Plan…

• Contenders
• Strivers
• Base Management of

remaining segments

Who

Target Segmen ts

What

Proposition

Where

Channel Strategy

How

Service Style

• Empowerment of front line.
• Effective leadership at every

customer touch point.

• Drive service style through

efficient commission & reward model

• Effective sales through service

skills & capabilities program.

• Brand strategy alignment.
• Simplification of process – 3

step rule.

• Integrating & Growing Online

& Voice channel

• Optimum distribution footprint(

bricks & mortar) based on channel economics

• Growing our Strategic alliance

with partners.

• Precision retailing - Right

product in right channel and in right location

• Base Management
• Segment led postpay prop
• Recommit Strategy
• Segment led prepay prop
• Priority

Company A - What Changed & Why…

 High level of Buy In - Extended team involved in developing Strategy  Hired Senior Retention manager who had strong track record  Met external experts in what we were trying to do  Invested in systems to deliver comprehensive Base Management  Appointed leads for each plan priority  Kept Retention and Service Style focus at weekly management meetings  Team workshops to celebrate success

Company B: Strategy Communication

Be a Challenger Again Truly Leverage Tesco One Team, One Direction

• Grow and retain PAYG
• Grow PAYM
• Refresh brand (simple, value,

reward)

• Great Customer Experience,

self serve, in store, online, by phone

• Effective Distribution Model
• Maximise loyalty of Club

Cards members

• Make it as simple as possible

to switch

• Tesco Mobile Ireland (TMI)

identity

• Investing in our people to ensure

they have the skills, knowledge and tools to do the job

• Know our numbers and how to

impact change in our business

To be the No. 1 choice of mobile provider for Shoppers through the delivery of market leading Customer Satisfaction by being:

David & Goliath

Simply the best Service Clearly the best Value More Tesco Rewards

Vision Objectives What we want to be Famous For

Company B – The Streams

Budget People

• Structure
• High Performing Teams
• Empowerment
• Feedback

Pricing Product & Advertising

Company B Monthly Management Meetings…

Agenda

1. Trade & Channel Performance Update 2. Churn Review 3. Revenue February Review 4. Management Accounts February Update

Drury PR agency selected as part of Tesco PR approach. Strong plan in place for 2015 – 300k customers, store

• penings etc.

Exceptional PAYG Sales & Activation performance

• ver Christmas driven by

strong offers. Continue to lead in Net ports Strong PAYM Sales and net adds supported by stronger than planned telesales performance and €50 offers. Churn increased at year end by met target. EBITDA delivered to plan.

Key People plan activities completed – Office refit – lower level dividers and cabinets & brighter colours. Development

• pportunities created across the team as part of Team reorganisation due to leavers. New management team now in place.

Weekly Team 5 updates working well and driving higher team engagement. Continued strong trading performance, delivering ahead of Base and profit expectations for the year. Strong Christmas driven by market leading offers without activation challenges seen in Dec 13. Great to reach 300,00 customer milestone mid

• January. Excellent network performance over 2014 which really supports strong customer experience and brand credibility.

Despite our strong porting performance, churn remains a concern and it is a key priority for 2015.

Awaiting Brand metrics. Use Net port as indicator for RAG

Period: July, August & Sept Forecast

Continued Network stability with low levels of P1’s.

49

* Customers who have topped up

Care SLA continues to improve (75%) but strong PAYM trading momentum is still a challenge to ASA. Strong Improvements in Customer Satisfaction and NPS in PAYG ~ PAYG 88% NPS – 81% Customer Experience has delivered improvements In Retentions, Voicemail and Porting. Strong Operations

• metrics. SAC came in on

target due to strong SIM/ handset mix ,lower average handset costs and supplier funding. Strong stock availability across all lines and

• formats. No issues with

breakage, however shrink coming in at 1.37% YTD, 0.37% above target New Talk n Tech phone shop

• pened in Ballincollig in
• October. New format

Connected Aisle to be trialled 2nd Feb. Aggressive rollout of 22 stores in plan for 2015

Company B

Leadership is about knowing yourself..

 Complete Strengths based questionnaire you and one team member  Review Results, compare & contrast  Discuss and propose next steps

Email: elaine.russell@strategicgrowthleaders.com Phone: 0894500500 Web: www.strategicgrowthleaders.com

Contact Details…