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SSCo strategies SA

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Information about SSCo strategies SA
Sales

Published on October 15, 2014

Author: petingenieria

Source: slideshare.net

Description

Strategies for South America
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1. Willkommen Bienvenue Bem vindos welkom Benvenuto yôkoso Bienvenidos tervetuloa Welcome

2. Please mute Your cell!

3. South American Marketing Meeting Announcements, Updates & Goals,

4. 5 Agenda THURSDAY 8:30-10:00 AM OBJECTIVES 2010 (Edson Rocha) 10:00-10.15 AM BREAK 10.15-12:30 PM MARKETING CONCEPTS (Carlos Brandt) 12:30-1:15 PM LUNCH 1:15-3:30 PM SHOWER HEADERS (Edson Rocha), FDS (Ricardo Pace) 3:30-3:45 PM BREAK 3:45-5:30 PM EUROPE PRODUCTS (Eduardo Paris), US PRODUCTS (Edson Rocha) 5:30-6:00 PM TOP GRADING (Gustavo Boni)

5. 6 Agenda FRIDAY 8:30-9:00 AM MARKETING PLAN BRAZIL (Edson Rocha) 9.00-10:00 AM MARKETING PLAN (Carlos Brandt) 10:00-10:15 AM BREAK 10:15-12:30 PM MARKETING PLAN (Carlos Brandt) 12:30-1:15 PM LUNCH 1:15-3:30 PM MARKETING PLAN (Carlos Brandt) 3:30-3:45 PM BREAK 3:45-6:00 PM SALES MANAGEMENT & SELLING EFFORTS (Edson Rocha))

6. Overview  Vision  Mission  Ongoing Challenges: ─ From independent distributors to integrated subsidiaries ─ From component to equipment to total solutions supplier  Results  Goals and Opportunities

7. Vision 8 We thought that we should not go for less than that  Just like Spraying Systems wanted and wants to “Solve Every Spray Problem”… We want to “Solve Every Spray System Problem” “We will become the undisputed global market leader in precision spray system technologies and solutions”

8. MMiissssiioonn 9 Our mission is to reinvent and continuously improve the system beyond the nozzle and develop advanced spray control systems that will allow our customers to produce better quality products, in a more efficient way and with less waste and less risks for its operators and the environment.

9. South American Integration From Independent Distributors to Aligned Subsidiaries

10. IInntteeggrraattiioonn && AAlliiggnnmmeenntt

11. 2009 Results

12. CCaasshh FFllooww Currency, USD Brazil Argentina Chile Colômbia Equador Peru Taxe Conversion 2,029 3,628 572,76 2145,805 1 3,012 Net Income (51.932) 156.982 138.645 51.602 5 1.954 8 4.729 Add: Depreciation 258.815 11.337 22.022 24.235 ( 450) 1 .565 Amortization Cash Generated by Operations 206.883 168.319 160.666 75.837 51.504 86.294 Uses of CashW orking Capital Investment Dec/(Inc) 184.315 (188.439) 17.216 81.083 26.175 ( 85.882) Purchase Equipment (42.139) (11.084) 4.181 (59.638) 5.471 4.329 Investments in Subsidiareis - - - - - - Uses of Cash 142.176 (199.524) 21.397 21.445 31.645 ( 81.553) Other Debt 236.754 51.912 (80.080) 2.884 ( 78.296) ( 11.812) Dividends (542.219) (189.304) (115.890) (132.295) - - Other - (9.101) 1.410 (1.702) ( 20.295) - Financing and Miscellanous (305.465) (146.493) (194.561) (131.114) ( 98.591) ( 11.812) 43.594 (177.698) (12.498) (33.832) ( 15.442) ( 7.071) Beginning Cash 668.048 339.928 53.897 94.601 39.767 15.154 Ending Cash 711.642 162.231 41.400 60.769 24.325 8.084 Change 43.594 (177.698) (12.498) (33.832) ( 15.442) ( 7.071)

13. Profits Profits Through - December, 31 U$ (000) YTD 2008 YTD 2009 NS YTD 09 PAT %NS PAT R12 NS R12 PAT%NS R12 Argentina 264.795 156.982 1.203.526 13,0% 156.982 1.203.526 13,0% Brazil 1.105.707 (31.853) 7.781.420 -0,4% (31.853) 7.781.420 -0,4% Chile 91.512 138.645 890.997 15,6% 138.645 890.997 15,6% Colombia 180.388 51.602 1.031.349 5,0% 51.602 1.031.349 5,0% Ecuador 8.188 51.954 609.156 8,5% 51.954 609.156 8,5% Peru 46.139 84.729 299.069 28,3% 84.729 299.069 28,3% TOTAL 1.696.729 452.059 11.815.516 3,8% 452.059 11.815.516 3,8%

14. NNeett SSaalleess Sales Growth in Local Currency December 31, 2009 2009 2008 % Argentina 4.365.790 4.712.010 (7,3) Brazil 15.786 23.722 (33,5) Chile 510.327.652 476.974.413 7,0 Colombia 2.213.073.660 3.228.435.217 (31,5) Ecuador 609.156 366.046 66,4 Peru 900.810 877.304 2,7

15. NNeett SSaalleess Net Sales in US Dollars December 31, 2009 2009 2008 % Argentina 1.203.526 1.427.060 (15,7) Brazil 7.781.420 11.588.047 (32,8) Chile 890.997 839.618 6,1 Colombia 1.031.349 1.513.257 (31,8) Ecuador 609.156 366.046 66,4 Peru 299.069 286.121 4,5 Total 11.815.516 16.020.149 (26,2) Backlog - Dollars December 31, 2009 2009 months Argentina 201.331 2,0 Brazil 1.377.346 2,1 Chile 67.236 0,9 Colombia 270.853 3,2 Ecuador 19.388 0,4 Peru 54.192 2,2 Total 1.990.347 2,0

16. IInnvveennttoorryy TTuurrnnss I NVENTORY TURNS 12/ 31/ 09 (Rolling 12 months) 2008 2009 % change Argentina 7,40 3,17 -57,2% Brazil 6,41 5,03 -21,5% Chile 6,83 11,69 71,2% Colombia 3,55 2,49 -29,8% Ecuador 3,99 5,71 43,2% Peru 10,46 9,59 -8,3%

17. 2009 SPX Goals ALL sales people to effectively use SPX ─ ALL sales people should quote at least two SPX system 50% of all sales people should quote at least 5 SPX systems 50% of all sales people should sell at least one SPX system Improve our hit rates to 25%

18. SPX Results 71 % of sales people QUOTED an SPX system ─ Decrease of 5 % 43 % of sales people QUOTED at least 5 SPX systems ─ Increase of 9 % 39 % of sales people SOLD an SPX system ─ Increase of 15 %

19. SPX Results

20. 2009 – South America - YTD Sold Quotes

21. 2009 – South America - YTD Submitted Quotes

22. 2009 – South America - YTD Current Quotes

23. 2009 – South America - YTD Hit Rate & Proposal Cycle Time

24. Yearly Comparison 4.3% 7.7% 8.5%

25. Quotes by Product 2009 Quoted FDS FDS Br Custom GC 2250 2050 MSM PWM Heated SS H SS 2009 20 5 67 8 16 3 4 3 -- 3 2008 15 -- 45 14 17 5 6 12 2 1 2007 6 -- 3 9 8 5 12 4 -- --

26. Sold by Product 2009 Sold FDS FDS Br Custom GC 2250 2050 MSM PWM Heated SS H SS 2009 -- -- 9 2 3 -- -- -- -- -- 2008 -- -- 3 -- 3 -- -- 3 -- -- 2007 -- -- -- 1 1 -- -- -- -- --

27. Hit Rate by Product 2009 Hit Rate FDS FDS Br Custom GC 2250 2050 MSM PWM Heated SS H SS 2009 -- -- 13% 25% 19% -- -- -- -- -- 2008 -- -- 7% -- 18% -- -- 25% -- -- 2007 -- -- -- 11% 13% -- -- -- -- --

28. Quotes by SE 2009

29. Sold by SE 2009

30. Hit Rate by SE 2009

31. RFQ by Office - 2009

32. Sold By Office - 2009

33. Hit Rate by Sales Office - 2009

34. Quotes by QE

35. 2010 Goals Preparing for Upturn

36. Three Questions You Should Ask for the New Year  If there was only one thing I could do to improve my business, what would it be and how would I make it happen?  If there was only one thing I could focus on to improve my personal performance, what would that be and how would I make it happen?  What messages am I not listening to or refusing to confront in my business and personal performance and how am I going to overcome that this year?

37. 2010 Goals  Continue to grow our: ─ Sales ─ Profits ─ Market share  Sell more systems ─ 100% use of SPX ─ Improve our hit rates ─ Improve our solution selling capabilities  Send all cash available to Wheaton ASAP  Become more proactive about prospection and market development

38. Goal - 2010 // SSSSSSAA [[UU$$ 000000]] NS 2008 NS 2009 (*) % 2010 % Argentina 1,240 1,147 -8% 1,420 20% Brazil 13,200 9,000 -32% 14,800 64% Chile 950 1,020 7% 1,250 20% Colombia 1,615 1,110 -31% 1,650 40% Ecuador 367 609 66% 700 11% Peru 305 311 2% 410 40% Goal for SA = U$ 20.2 M (*) unaudited

39. Our Strategies for Growth:  Rewire and align the organization for growth  Reframe our categories  Exploit our sales capabilities  Drive down costs without compromising quality We understand that actions speak louder than words, so at SS Co:  We inspire trust.  We act like owners.  We keep it simple.  We are open and inclusive.  We tell it like it is.  We lead from the head and the heart.  We discuss. We decide. We deliver.

40. 42 Situation Analysis The opportunities are huge in our markets; We are market leader in the world; We have the strongest brand in this business; Everything we produce has value to our customers; We have the largest variety of products in the world; We delivery faster than any competitor; We have great performance on delivery time; We were the first Nozzle company to provide Total Solution.

41. 43 Situation Analysis • Target market • We already target the companies for nozzles then we will extended in a different manner to include Total Solution • Salesforce • We already have salespeople but to support the Total Solution we will increase our salesforce by 5%

42. 44 Situation Analysis • Customers • We have 45% of the market share and by the Total Solution we will gain more 15% to reach 60% of the market • Competitors • Our competitors are very strong in specific niches • But we will compete the by the Total Solution as we are the leader in this field too. • Climate • The Industrial market now is stable and recovering from the financial crisis, and we will target a high level executives of our customers.

43. SWOT Analysis 45

44. 46 Marketing Strategies • We are using Ansoff strategy for our product • We also will use “SWOT strategy” in our marketing plan • We will targeting mainly Latent Opportunities.

45. 47 Marketing Strategies

46. Marketing Implementation 48

47. Marketing Implementation • Website Multilanguage 49

48. Marketing Implementation • Direct Mails 50

49. Marketing Implementation • Training • Conferences 51

50. Marketing Implementation • Offers: • Total Solutions • Components, • Nozzles and Accessories (Special Package). 52

51. Evaluation & Control 1. Marketing offices. 2. Full Service Offices. 3. Organizing campaign to know what customers need. 4. Give training for 3T. 5. Meeting every week to discuss current position of the Pipeline. 6. Informing R&D stuff about customers need and products to be developed. 7. Allocate a tentative, overall budget to marketing or the marketing department. 8. Divide the tentative communications budget on a provisional basis among advertising, sales promotion, personal selling, and public relations and publicity. 9. Outsourcing (if needed). 53

52. Organizational Announcements

53. Carlos Brandt  Marketing Manager / support & coordination for countries where Spanish is spoken (All SA countries except Brazil)  Compliance with SSCo guidelines for Corporate Design  SA(*) tradeshows ─ Food, Mining, Steel, Pharma, Mechanic …  InfoFlow ─ Twice a year  Competitor watch ─ Quarterly report  Market Share survey ─ Yearly report  South American web sites (*)  Solution Selling Coaching (Skills and Process) / Pipeline

54. Carlos Brandt  The role of Marketing Manager can be summed up this way: Bring in the leads, and make sure they convert into sales. ─ must be driven by the conversion ratio. ─ must provide leads to the sales team.  The leads can come through many appropriate methods: search engine optimization, search engine marketing, online advertising, joint efforts with marketing partners and portals, events, website offers (such as a downloadable white paper or a free trial), blogs, social marketing, email campaigns, and traditional PR.  The Marketing Manager could be called the Chief Revenue Officer, because it's all about conversion leads in Sales.  Define the sales task: ─ which accounts? ─ which products and services? ─ what specific activities are to be accomplished? ─ what are the key interactions with other parts of the company?

55. C. Collino, J. Egred, A. Rodriguez, R. Sanchez, A. Besosa  Sales Manager  The sales coach/manager must check up on data entry in the same way that he is checking up on follow-through. It should be as easy as possible for salespeople to enter the data about every sale, but the management policy should also include penalties for not entering data - such as withholding commission on a sale until the data for that sale is properly entered.  The manager must work closely with the salespeople for coaching, listening to calls, analyzing the methods used by the salespeople, and improving their technique.  The Marketing Manager will not do a good job of coaching technically the salespeople. This is why you have to be a hands-on, on-the-floor sales coach/manager. The sales coach/manager needs to work with each person individually and should not rely on rote, formulaic approaches. Optimizing salespeople requires that you understand their specific strengths and weaknesses, and design custom programs to fit each individual.  If the company sells through partners (OEM, Eng. Co, R&D), the Sales Manager should hire or appoint someone to be responsible for the relationships.

56. SBC Facility = South American Manufacturing & Support Center To support ALL SA countries Contact them ! Have them develop NEW OPPORTUNITIES for YOU !

57. Coffee Break 10:00 – 10:15am

58. 15 min. Break until 10:15pm 6 7 8 12 1 2 3 4 5 9 10 11

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