Afstudeerscriptie - Beste lezer, Ik wens je veel leesplezier, echte...

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Afstudeerscriptie

Strategisch verkoopplan

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Management summary The business unit manager and sr account manager from Xxx Yyy have concluded that they would like to realize more revenue from clients of the client categories Strategic and Value accounts. A thoroughly evaluation of the current sales processes has led to the conclusion from the managers that the current range of products and services needs to be extended with standard projects who have a simple, smart modular nature in terms of design and installation. These standard projects are categorized as Qqq projects.Following the inducement as described above, the main question for this study has been formulated as follow: “What is the best strategy for Xxx Yyy for the following three years with which the market share in the German market by means of Qqq projects can substantially increase?Deskresearch and fieldresearch in terms of semi-structured interviews were used to gain insight in the customer experiences of clients, needs and benefits, internal culture, market trends and competitors of Xxx Yyy. A total of 10 respondents from the Strategic and Value accounts contributed to this thesis.Results from the deskresearch have contributed with valuable market information and insights.

The current situation Xxx Yyy current strategy is based on optimally serving the Key accounts. The internal organization of the business unit is therefore following the Customer Intimacy value strategy from Tracey and Wiersema. All processes and working methods are formulated for delivering the best quality and problem solving solutions for their clients.Although this strategy works well with serving the top clients, it also brings higher costs in terms of workload and complicated project processes. Therefore the prices of smaller projects are attending to get too high.Trends in the market Current trends in the market are based on increasing flexibility and automation processes. Because of the rapidly changing market conditions end users of automated warehouses expect fast, modular solutions which meet their demands.Competitors In de market for standard modular automated racking systems it has become clear that the competitors have standardized their operating processes. By focusing on automation and standardization, they are able to offer competitive prices and high flexibility during project executions.Target group The interviews with the clients have yielded some clear needs and benefits from the target group. It came forward that price in combination with fast delivery terms is the greatest decision-making factor for them. Yyy expect that every project should be managed and coordinated by one contact person from the supplier. In terms of reputation, yyy have pointed out that they only cooperate with suppliers with which they have good experiences or suppliers with a solid reputation.As an interesting result it became clear that Xxx has a very strong and positive reputation as a high quality supplier of automated racking’s. It also became clear that Xxx is thought to be too expensive for carrying out standard smaller projects.New strategy Focusing on the main goal of this thesis, realizing more revue in de client categories Strategic and Value accounts and increasing the marketing share of Xxx Yyy in the German market, it is advised to implement a differentiation strategy. This new strategy means that Xxx Yyy will not only be focusing on bigger complex projects but also on smaller standard modular systems. The USP’s from this new product market combination will be focused on faster deliver time and sharp market prices. Seen the 2 / 7

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‘simple’ and orderly nature of this projects it is advised to apply a market penetration marketing strategy.Implementation

The choice for a differentiation strategy means that there will be some mutations in the organization.As for the internal organization it is advised to hire a new employee who will be in charge of the “Qqq projects”. Also regarding the internal organization, it is advised to reduce the process steps from the project management handbook in order to meet the promises of faster delivery time and lowering costs in workload which will result in sharper market prices.

On the field of marketing-/communication the following target is formulated for the first year after

introducing the new strategy:

 Realizing 10% growth in revenue from the client categories Strategic and Value accounts in comparison to the results of 2016.In order to achieve this objective, communication strategies have been developed. One major mutation is advised in order to prevent a conflict between the different propositions from the PMC’s. By marketing the Qqq projects under a different brand extension name, the different propositions between the mainstream projects and smaller modular projects will be safely separated.

The target audience will be approached with a multiple sets of communication tools for increasing their knowledge and creating brand awareness. These tools are updating the website, direct mailings, sales presentations, and participating the trade fair LogiMat in 2017, where the new strategy should be promoted.As sales strategy it is advised to implement a deep and up selling strategy. This because of the fact the Qqq projects will be marketed on existing channels with existing products. The sales team is also advised to make comprehensive account sheets of the clients from the Strategic and Value accounts.

The mutation costs of the new strategy for the first year after implementation is calculated at € 0000 .

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Inhoudsopgave Hoofdstuk 1- Inleiding .............................................................................................................................................. 6 1.3 Doelstelling .................................................................................................................................................... 6

1.3.2 Doelstelling opdrachtgever .................................................................................................................... 7

1.4 Hoofd en subvragen ...................................................................................................................................... 7 1.5 Methode van onderzoek ................................................................................................................................ 7

1.5.1 Afbakening ............................................................................................................................................. 7

1.5.2 Afwijkingen ten opzichte van het Plan van Aanpak ................................................................................ 7

1.5.3 Kwaliteit documenten ............................................................................................................................. 7

1.5.4 Dataverzamelingsmethoden .................................................................................................................. 8

1.5.5 Juistheid onderzoeksbevindingen .......................................................................................................... 8

1.5.6 Methodologie ......................................................................................................................................... 8

• Xxx Yyy ................................................................................................................................................................ 9

2.2 Werkveld ....................................................................................................................................................... 9

• Interne analyse ................................................................................................................................................. 10

3.1 Organisatie audit ......................................................................................................................... 10

3.1.2 Conclusies organisatie audit ................................................................................................................ 14

3.2 Marketing audit ............................................................................................................................................ 15

3.3.2 Doelstellingen ...................................................................................................................................... 16

3.4 Conclusie marketingaudit ........................................................................................................................ 17 3.5 Sales audit .................................................................................................................................................. 17

3.5.1 Huidige doelstellingen & strategie salesbeleid ..................................................................................... 17

3.5.2 Qqqs doelstellingen ............................................................................................................................. 18

3.6 Financiële audit ........................................................................................................................................... 19 3.7 Conclusie interne analyse ........................................................................................................................... 19

3.7.1 Sterkten en zwakten ............................................................................................................................ 19

• Externe analyse ................................................................................................................................................. 19

4.1 Afnemersanalyse ........................................................................................................................................ 20

4.1.1 Kenmerken van afnemers .................................................................................................................... 20

4.1.2 Trends in de markt van yyy .................................................................................................................. 20

4.1.3 6’Ws van Ferrel ................................................................................................................................... 20

4.1.5 Verkooppotentieel ................................................................................................................................ 22

4.1.64.1.6 Resultaten kwalitatief onderzoek ................................................................................................ 22 4.2 Bedrijfstakanalyse ....................................................................................................................................... 23

4.2.1 Marktomvang ....................................................................................................................................... 23

4.2.2 Vijfkrachtenmodel van Porter ............................................................................................................... 24

4.2.3 Conclusie vijfkrachtenmodel: ............................................................................................................... 25

4.3 Concurrentieanalyse ................................................................................................................................... 25

4.3.2 Concurrentie matrix .............................................................................................................................. 27

4.3.3 Positioneringsschema ......................................................................................................................... 27

4.3.4 Conclusies concurrentieanalyse .......................................................................................................... 28 4 / 7