Gianluigi De Dea 1 [Compatibility Mode]

Gianluigi De Dea

Who I am

Where did I work• GiPlast Group• Rehau• Dayco• Optibelt

Basics / RequirementsMarket size / potential

Product / service rangeDistribution / infrastructure

PricingTrends

A case history: Development of EEU independent automotive aftermarket

June 2000 – After a division restructuring, I am given the objective of developing sales in the fast growing EEU market... John (GM) says: «We expect a two digits growth over the next five years..» «OK, boss!» my response

Step 1 - Assessment• Less than 1 mln € TO with 2 accounts• Little or no knowledge of the market• Limited budget

Step 2 - Goals

• Gather market information• Visit at least 3 exhibitions• Find an agent with long track record in

the EEU and good brand portfolio

Step 3 - Results• More than 7 mln € within 4 years• Growing market share through

strategic distributors and OES partners• Opening of branch offices in Russia

and Poland

But..that was the past...are we sure that this model still works??? (RAQ: rarely asked questions)

Does the distinction B2B / B2C still make sense?«Top –down» and «bottom-up» .. and?Ability of sharing views are the future business model... but HOW? What does «imagination» mean? (Not only «eyes» / «dreaming», but also logic, design, numbers)

In a saturated market dynamics are different

(RAQ: rarely asked questions)

Whatcha doing to promote creativity?What hinders your team to challenge status quo and generate new ideas? Do we encourage creativity enough? Do we appraise only positive results?

Win & Lose: Alliances and Weconomy (RAQ: rarely asked questions)

Are we ready to share our views with others?Are we ready to give up a little steering power?What hinders us to create a new alliance?Are we trying to set foot in new markets through «old» channels?

Speed – are we quick on our feet? (RAQ: rarely asked questions)

How quick are we to catch up with the cutting edge?Are we slow in updating the competences of our team?How quickly can we introduce new product lines?What are we doing to «speed up» our business?

«Decluttering the company»PETER DRUCKER once observed that, “Much of what we call management consists of making it difficult for people to work.” Nine years after the management guru’s death, his remark is truer than ever: employees often have to negotiate a mass of clutter—from bulging inboxes to endless meetings and long lists of objectives to box-tick—before they can focus on their real work. For the past 50 years manufacturers have battled successfully to streamline their factory floors and make them “lean”. Today, businesses of all types need to do the same in their offices. ( “The Economist”Aug 2nd 2014)

My Values• Loyalty• Teamwork• Coaching• Motivating• Appraising

My Models• Simon Sinek (“The Golden Circle”)• Julio Velasco (“La cultura degli alibi”)

... to be continued !