“The Growth Consortium provided valuable insight and allowed us to benchmark against best practices for strategic growth. The study validated many of our current initiatives, but also illuminated areas to target for improvement. It was well worth the investment of time and resources!” Bob Dill, President and CEO, Hisco “Texas A&M did an outstanding job of compiling best practices and strategy in a manner that is useful to wholesale-distribution audience. The Growth Consortium provided a road-map that will help our strate- gy/success in the future. The growth frameworks simply become the large “puzzle-pieces” to the overall map you are helping to create for distri- bution. Flat out - job well done.” Aaron Elliott, Vice President of Sales and Marketing, DW Distribution Inc. KEY TAKE-AWAYS Proven and structured approach to assess your business performance Understanding the growth framework Three critical growth dimensions: Generating, Managing, and Sustaining Growth Best practices for each of the growth dimensions Addressing growth barriers Key to sustaining profitable growth Real-world examples WHO SHOULD ATTEND? C-level executives Business development managers Regional sales managers Future leaders PROGRAM OVERVIEW Distribution Growth Framework • The Idea and Framework • Strategic Planning • Growth Dimensions • Growth Processes • Metrics and Financial Drivers • Shareholder Value Generating Growth Framework • The Idea and Framework • Growth Strategy and Drivers • Best Practices • Growth Mechanism • Metrics and Shareholder Value Managing Growth Framework • The Idea and Framework • Profitability Drivers • Process Groups • Growth Challenges • Best Practices • Growth Forces Sustaining Growth Framework • The Idea and Framework • Strategic Risk Factors • What Went Wrong • Root Causes • Best Practices and Shareholder Value Optimizing Growth and Market Share Creating Competitive Advantage Through Education INDUSTRIAL DISTRIBUTION PROGRAM 204 Fermier Hall, 3367 TAMU, College Station, TX 77843-3367 PH 979-845-4984 FX 979-845-4980 WEB http://id.tamu.edu
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Optimizing Growth benchmark against best practices for and ...Sales & Marketing Channels REACH OUT Geography EXPAND Market Segments BUILD New Platform (multiple drivers) INNOVATE Value
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“The Growth Consortium provided valuable insight and allowed us to benchmark against best practices for strategic growth. The study validated many of our current initiatives, but also illuminated areas to target for improvement. It was well worth the investment of time and resources!”
Bob Dill, President and CEO, Hisco
“Texas A&M did an outstanding job of compiling best practices and strategy in a manner that is useful to wholesale-distribution audience. The Growth Consortium provided a road-map that will help our strate-gy/success in the future. The growth frameworks simply become the large “puzzle-pieces” to the overall map you are helping to create for distri-bution. Flat out - job well done.”
Aaron Elliott, Vice President of Sales
and Marketing, DW Distribution Inc.
Key TaKe-aways
Proven and structured approach to assess your business performance
Understanding the growth framework
Three critical growth dimensions: Generating, Managing, and Sustaining Growth
Best practices for each of the growth dimensions
Addressing growth barriers
Key to sustaining profitable growth
Real-world examples
who should aTTend?C-level executives
Business development managers
Regional sales managers
Future leaders
Program overview
Distribution Growth Framework• The Idea and Framework• Strategic Planning• Growth Dimensions• Growth Processes• Metrics and Financial Drivers• Shareholder Value
Generating Growth Framework• The Idea and Framework• Growth Strategy and Drivers• Best Practices• Growth Mechanism• Metrics and Shareholder Value
Managing Growth Framework• The Idea and Framework• Profitability Drivers• Process Groups• Growth Challenges• Best Practices• Growth Forces
Sustaining Growth Framework• The Idea and Framework• Strategic Risk Factors• What Went Wrong• Root Causes• Best Practices and Shareholder Value
Optimizing Growth and Market Share
Creating Competitive Advantage Through EducationINDUSTRIAL DISTRIBUTION PROGRAM
204 Fermier Hall, 3367 TAMU, College Station, TX 77843-3367 PH 979-845-4984 FX 979-845-4980 WEB http://id.tamu.edu
The IdeaSHAREHOLDER VALUE AND CUSTOMER SERVICE
FINANCIAL DRIVERSMETRICS
GROWTH PROCESSES
GROWTH DIMENSIONS
STRATEGIC PLANNING
CAPABILITY
Customers Human andIT Capital
Suppliers Shareholders
GROWTHFORCES
RISK MANAGEMENT
SUSTAINGROWTH
OpportunityAssumptions
RetentionStrategy
CapabilityAssumptions
GrowthStrategy
GrowthDrivers
GrowthMechanism
OPPORTUNITY
Optimizing Growth and Market ShareMethodology and Deliverables
COMPANY VISION AND MISSION
MANAGING GROWTH - BEST PRACTICESHow do we manage profitability while growing?
COUNCIL F R RESEARCHON DISTRIBUTOR BEST PRACTICESAn Alliance of the NAW Institute & Texas A&M University
Profitability Drivers ProcessGroups Growth ForcesGrowth Challenges Best Practices
Supplier proliferationProduct mix Supplier's channel strategyChannel power balanceChannel visibility
Competency GapTalent attractivenessTechnology and applications infrastructureLeadership gapLack of coordination, control & synergiesOrganizational mobility
Margin pressure from growing customersLack of pricing strategy (value proposition)Competency gapLack of support toolsSub-optimal market mix
SKU proliferationProduct portfolio / mixCost Vs service trade-offFill rate challengesSupplier performance
Sales force capacity vs customer coverageLack of sales-support productivity toolsMisaligned sales force incentives
Warehouse capacityOperating cost challengesCustomer service (accuracy & efficiency)
Ownership typeAccess to growth fundingInvestor attractiveness
Human capital developmentInformation capital readinessStrategic awareness and alignmentCustomer-centricGrowth mindset Creative leadershipStrategy & structure match
Financial fitness through free cash flow andoperating productivityInvestor confidence
Routing and loading optimizationEconomy of scaleSupply chain network optimization (Transportation vs Inventory)
Customers Human andIT Capital
Suppliers Shareholders
GROWTHFORCES
Customized terms based on customer stratificationIn-built mechanism for early warningsActive adaptation of value proposition