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Our Clear Commitment:. NextLeap. Agenda. PLP discussion The customer pyramid & our objective UTi’s Sales Challenge. Agenda. PLP discussion The customer pyramid & our objective UTi’s Sales Challenge. Primary Logistics Partner.

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Our clear commitment

Our Clear Commitment:

NextLeap


Our clear commitment

Agenda

  • PLP discussion

  • The customer pyramid & our

  • objective

  • UTi’s Sales Challenge


Our clear commitment

Agenda

  • PLP discussion

  • The customer pyramid & our

  • objective

  • UTi’s Sales Challenge


Primary logistics partner

Primary Logistics Partner

Primary– We aim to be the customer’s first choice and largestsource of logistics services in a direct relationship.

Logistics– While we deliver customized supply chain solutions, services and information through our worldwide network, our core transactionbusiness remains freight forwarding, customs brokerage, order management, and value-added warehousing.

Partner– We cherish intimate, long-term relationships that drive mutual benefit.


Nextleap target

NextLeap Target

Dow Corning

  • 20 Strategic Customers


How many potential plps could uti have

How Many Potential PLPs Could UTi have?

Global

20 Global PLPs

Region

80 Regional PLPs = 4 Regions X 20 PLPs

Country

980 Country PLPs = 49 Countries X 20 PLPs

Branch

5,000 Local PLPs = 250 branches X 20 PLPs

6,080 PLPs Worldwide


Our clear commitment

Agenda

  • PLP discussion

  • The customer pyramid & our

  • objective

  • UTi’s Sales Challenge


Customer pyramid

Customer Pyramid

Quality

Time

Dollars

Quantified Value

Solutions

PLP Customers

  • Local

  • Global

Relationships

(Built On Trust)


What is a trusted advisor

What is a “Trusted Advisor”?

Less

Bureaucracy

in getting

next job

“you” are

comfortable

in interactions

(Must be Consistently

Creating Value)

Reach

for your

Advice

Brings

“you”

in early

Shares

“more”

Info

(Coach)

Outputs

Repeat

business

Lower stress

level

(Must Perform

& Do What

Is Promised)

Refers

“You”

Our

Customer

You

(UTi)

Pays

Bills

Mutual

Respect

(Must be able

to create intimacy)

Helps

“you”

help

them

Warns

Treats

“you” as

“you” want

(Must have

an “O” focus)

Provides

Cover

Trusts

“your”

instincts &

judgment

Protects

Helps

“you”

improve

quality

(Must be able

To create solutions)

Gives

“you”

the benefit

of doubt

Makes

Time for “you”

Availability


Our clear commitment

Agenda

  • PLP discussion

  • The customer pyramid & our

  • objective

  • UTi’s Sales Challenge


We must grow greater than 20 per year

We Must Grow GREATER THAN 20% per year

20%

560

Q 1-4 Actual

Q 5-8 Budget

Q 9-20 Projected

NextLeap Goal

404

UTi NextLeap Net Revenue Growth

1000

825

680

750

625

520

433

300

360

UTi NextLeap Operating Profit Growth

150

113

84

62

33

44

Q 1-4 Q 5-8 Q 9-12 Q 13-16 Q 17-20

Q 0


Possible reactions

Possible Reactions

What’s

in it for

me ?

Here we go

AGAIN ! ! !

We don’t have

the resources & no

one will approve

more ! ! !

How do they

expect me to

Grow MORE than

20% each year?

This is out of

my control ! ! !

They EXPECT

me to do too

much ! ! !

Too many

priorities

SCARY!

How do

I do it

???

This costs

Money ! ! !

The

Mind

Set


Possible actions

Possible Actions

SCARY!

How do I

do it

???

  • Do nothing, hope no one notices !

  • Keep doing what I do and let

  • others generate the revenue for me

  • Be an active participant


Be an active participant

Be An Active Participant

RIGHT People on the Bus…. In the RIGHT Seats


Uti sales model no more resources work smarter

UTi Sales Model: No more resources….work smarter

Active Management

(Governance)

Implementation

Resources

Measurement

Communicating

Expectations

Reallocate

Resources

More

Productivity

Accountability

DCS

Organization

Sell 20%

More

Knowledge

Sharing

Sales

Training

Sales

Process

Incentive

Program

Hire

More Sales

Pay for themselves

Resource Plan:


Uti sales model no more resources work smarter1

UTi Sales Model: No more resources….work smarter

More

Productivity

Sales

Process

Sell 20%

More

Knowledge

Sharing

Hire

More Sales

Pay for themselves

Implementation

Resources

Resource Plan:

Active Management

(Governance)

Communicating

Expectations

Reallocate

Resources

DCS

Organization

Accountability

Incentive

Program

Measurement

Sales

Training


Objective of ssp war room

Objective of SSP & War Room

Increase Profit & Size of the Deal

Increase Probability of Deal Closure

Reduce Competitive Risk

Reduce Time in Sales Cycle

By:

Focusing management resources on the best opportunities

Assigning the best talent to the best opportunities

Aligning the global team to work in a coordinated fashion to improve our chances of winning

Minimizing competitive risk by assigning a dedicated team to serve the customer


Our clear commitment

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

UTi Sales Process

Filters:

Can UTi deliver competitive advantage

Ideal customer profile / War Room

Targeted vertical industries

Require a wide range of Supply Chain Services

PLP

PLP

PLP

PLP

PLP

PLP

PLP

PLP

Potential

Customers


Our clear commitment

Opportunity Strategies Drive

DCS War Room Process

Global

Top 10

Regional

Top 10

DCS’s Top 2-3

Contract 10

DCS’s Top 2-3

EMENA 10

DCS’s Top 2-3

Americas 10

Asia-Pacific 10

DCS’s Top 2-3

DCS’s Top 2-3

Africa 10

Branch

Top 10

Regional War Room

Global War Room

Branch War Room

Local Sales Top 2-3

Local Sales Top 2-3

Local Sales Top 2-3

Local Sales Top 2-3

Local Sales Top 2-3


Our clear commitment

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

Potential

Customers

UTi Sales Process

Filters:

Can UTi deliver competitive advantage

Ideal customer profile

Opportunity strategy

War Room

PLP

PLP

PLP

PLP

PLP

PLP

PLP

PLP

Potential

Customers


Uti sales model no more resources work smarter2

UTi Sales Model: No more resources….work smarter

Active Management

(Governance)

More

Productivity

Sell 20%

More

Knowledge

Sharing

Hire

More Sales

Pay for themselves

Implementation

Resources

Resource Plan:

Communicating

Expectations

Reallocate

Resources

DCS

Organization

Accountability

Sales

Process

Incentive

Program

Measurement

Sales

Training


Active management governance

Active Management (Governance)

Administrative

Activities

People

1

1

3

3

1

3

SALES

Customers

Operations

& Finance


Uti sales model no more resources work smarter3

UTi Sales Model: No more resources….work smarter

Communicating

Expectations

More

Productivity

Sell 20%

More

Knowledge

Sharing

Hire

More Sales

Pay for themselves

Implementation

Resources

Resource Plan:

Active Management

(Governance)

Reallocate

Resources

DCS

Organization

Accountability

Sales

Process

Incentive

Program

Measurement

Sales

Training


Expectations

Expectations

Exceed

Your

Budget

(More than

20% Growth)

20% organic

Revenue Growth

& Margin

Growth

Customer

Reference-able

War Room

33% of

your time

with your

customers

selling

  • Team Work

  • Other sales members

  • Ops

  • Finance

Opportunity

Strategies

Solution

Selling

Process

Reports

Get Results


Uti sales model no more resources work smarter4

UTi Sales Model: No more resources….work smarter

More

Productivity

Accountability

Sell 20%

More

Knowledge

Sharing

Hire

More Sales

Pay for themselves

Implementation

Resources

Resource Plan:

Active Management

(Governance)

Communicating

Expectations

Reallocate

Resources

DCS

Organization

Sales

Process

Incentive

Program

Measurement

Sales

Training


Accountability

Accountability

Leaders major Job Responsibility

Provide a

Clear

Message

of What

Needs

to be Done

Discuss

How to

get the

Results

Measure

Accountability

Exceed

Budget:

More than

20%

Growth

  • Use Sales

  • Processes

  • & Tools:

  • Training

  • Tools

  • Forms

  • Processes

  • Products

  • Solutions

Local Sales:

Net Revenue

DCS:

Net Revenue

& MBOs

Reward

the People

Who succeed

Withdraw

Rewards

People

Who Fail

to Attain

The Goal

Additional

Coaching

Replace

Them

“Get the People

In the Right Seats”


Hold sales staff accountable

Hold Sales Staff Accountable

Minimum Target:

Local Sales:2-3 times salary in NEW Net Revenue generation

DCS Sales3-5 times salary in NEW Net Revenue generation


Uti sales model no more resources work smarter5

UTi Sales Model: No more resources….work smarter

More

Productivity

Incentive

Program

Measurement

Sell 20%

More

Knowledge

Sharing

Hire

More Sales

Pay for themselves

Implementation

Resources

Resource Plan:

Active Management

(Governance)

Communicating

Expectations

Reallocate

Resources

DCS

Organization

Accountability

Sales

Process

Sales

Training


Uti sales model no more resources work smarter6

UTi Sales Model: No more resources….work smarter

More

Productivity

Knowledge

Sharing

Sell 20%

More

Hire

More Sales

Pay for themselves

Implementation

Resources

Resource Plan:

Active Management

(Governance)

Communicating

Expectations

Reallocate

Resources

DCS

Organization

Accountability

Sales

Process

Incentive

Program

Measurement

Sales

Training


Plp database tour

PLP Database Tour


Uti sales model no more resources work smarter7

UTi Sales Model: No more resources….work smarter

More

Productivity

DCS

Organization

Sell 20%

More

Knowledge

Sharing

Hire

More Sales

Pay for themselves

Implementation

Resources

Resource Plan:

Active Management

(Governance)

Communicating

Expectations

Reallocate

Resources

Accountability

Sales

Process

Incentive

Program

Measurement

Sales

Training


Our clear commitment

Matrix DCS Sales Organization

Direct Reporting Line

CEO

Indirect Reporting Line

B. Gates

G. Ochi

C. Dale

E. Ray

RVPs

COO

MDs

DCS

G. Mills

C. De Man

W. Mapham

Reg Pres

(Coo)

Reg Pres

(Pacific)

Reg Pres

(EMENA)

Reg Pres

(Africa)

Dual Reporting Line


Our clear commitment

Matrixed Local Sales Organization

Direct Reporting Line

Indirect Reporting Line

Reg VP

Sales & Mktg

Reg Pres

Branch Mgr

Country MD

or RVP

Local Sales

Dual Reporting Line


Uti sales model no more resources work smarter8

UTi Sales Model: No more resources….work smarter

More

Productivity

Sales

Training

Sell 20%

More

Knowledge

Sharing

Hire

More Sales

Pay for themselves

Implementation

Resources

Resource Plan:

Active Management

(Governance)

Communicating

Expectations

Reallocate

Resources

DCS

Organization

Accountability

Sales

Process

Incentive

Program

Measurement


Sales training

Sales Training

AMP

SSP

PSS (Professional Selling Skills)

SSP (Solution Selling Process)

AMP (Account Management Process)

=

=

=

“Face to face” meeting skills

“Strategies” for improving sales success

“Strategies” for building within accounts

PSS


Enterprise plp projects

Enterprise PLP Projects

PLP II

Customer Satisfaction

Selling

AMP

SSP

SLA

SOP

Delivery

PSS

Product

PLP I

PLP III

Tools

I.T.

Customer


Possible reactions1

Possible Reactions

How do they

expect me to

MORE than

GROW 20% ?

What’s

in it for

me ?

Here we go

AGAIN ! ! !

We don’t have

the resources & no

one will approve

more ! ! !

This is out of

my control ! ! !

They EXPECT

me to do too

much ! ! !

Too many

priorities

SCARY!

How do

I do it

???

This costs

Money ! ! !

The

Mind

Set


Active management governance1

Active Management (Governance)

Administrative

Activities

People

SALES

Customers

Operations

& Finance

1

1

3

3

1

3


Why we need to do something

Why we need to do something?

Be Active

“Every major global account is at risk”

  • Customers are asking for more performance to improve results

  • What you did in the past matters little, what are you doing for me now?

  • Competitive pressure

  • What happens to my P&L if I lose all major account business ?


Our clear commitment

Our Clear Commitment


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