Name: Overview
Uploaded: 2024-04-21
Duration: 18 min 33 s
Description: Overview. 20.04.2024. A diagram of a step Description automatically generated with medium confidence.

undefined. Overview. 20.04.2024. A diagram of a step Description automatically generated with medium confidence. 

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A diagram of a step

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undefined. The business world is a constantly changing environment, we cannot afford to stand still… It is critical for our success we embrace change in order to be Malaysia's leading materials solutions provider for our customers.. 

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The business world is a constantly changing environment, we cannot afford to stand still…


It is critical for our success we embrace change in order to be Malaysia's leading materials solutions provider for our customers.

undefined. [image]. A group of people working on a construction site Description automatically generated with low confidence. 

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A group of people working on a construction site

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undefined. What is evolving around us globally?. From human intelligence to artificial intelligence. 

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From human intelligence  to artificial intelligence

undefined. [image]. 20.04.2024. Event | Location | Topic | Author. 

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A picture containing outdoor, blue-collar worker, person, clothing

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undefined. The Result Products increasingly become commoditised Price based discussions Increased RFP’s. 

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We need to adapt to shifts in buying to move focus from price to value

The Result Products increasingly become commoditised Price based discussions Increased RFP’s

Customer are 57% of the way through the purchase decision before they engage with any suppliers

undefined. We can’t afford to stand still. 20.04.2024. 

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A group of people running on treadmills

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undefined. [image] Data concept. 1. What is STEP?. 

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undefined. STEP (Striving Towards Excellence Path) is Hanson Malaysia's excellence program that is lead by Hanson employees and is designed to benefit our customer. This is in-line with our strategic pillar of “Being Valued by our Customer”. 

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STEP (Striving Towards Excellence Path) is Hanson Malaysia's excellence program that is lead by Hanson employees and is designed to benefit our customer.

This is in-line with our strategic pillar of “Being Valued by our Customer”

undefined. When we all work together everyone has the opportunity to learn and create a customer centric culture that will deliver us in becoming… Malaysia leading material solutions provider for our customers.. 

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When we all work together everyone has the opportunity to learn and create a customer centric culture that will deliver us in becoming…

 Malaysia leading material solutions provider for our customers.

undefined. What is STEP. STEP is a transformational journey, not a project. The leadership team is critical to success Along the journey you will encounter roadblocks and objections, this is normal. This is a whole of business effort Success is in your hands!. 

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STEP is a transformational journey, not a project.
 The leadership team is critical to success
 Along the journey you will encounter roadblocks and objections, this is normal.
 This is a whole of business effort
 Success is in your hands!

undefined. Drivers of revenue. Strategy & Planning Revenue (Pricing) Management Sales Performance Brand & Product Marketing Route to Market & Channel. 

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Strategy  &  Planning

 Revenue  (Pricing) Management

 Sales   Performance
 Brand &  Product  Marketing

 Route to  Market &  Channel

undefined. Chess pieces with solid fill. Strategy & Planning. 

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Route (Two Pins With A Path) with solid fill

undefined. Drivers of Revenue. 20.04.2024. 14. Revenue (Pricing) Management. 

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undefined. Target Audience with solid fill. Customer Centricity. 

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undefined. Business Enablers. Target Audience with solid fill. 

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undefined. APAC Commercial Excellence Team. David Hogan. 

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Senior Principle – Commercial Excellence

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undefined. 2. Commercial Success Stories. [image] People celebrating. 

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undefined. ASP 2018 2019 2020 2021 2022 755.46 781.18 858.19 883.06 977.99 Gross Margin 2018 2019 2020 2021 2022 136.80000000000001 153.80000000000001 193.3 198.2 230.1. 

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ASP 2018 2019 2020 2021 2022 755.46 781.18 858.19 883.06 977.99 Gross Margin 2018 2019 2020 2021 2022 136.80000000000001 153.80000000000001 193.3 198.2 230.1

The introduction of SiaS correlates with an increase in both ASP and Gross Margin

Comments SiaS was introduced in 2017 Over the past five years the Sales team has developed the management cycle to ensure they are having the right conversation with the right customers at the right time During this time the team’s enhanced skills has enabled the customer conversation to move from product and price to value and solution In addition, the Sales team work closely with the Customer Service Managers to ensure further opportunities are captured to add value and increase ASP and Gross Margin.

undefined. Results are What Matters. Central Illinois Aggregates – Commercial Excellence. 

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Central Illinois Aggregates – Commercial Excellence

Sales Volume (kt) 2016
AC 2017
AC 2018
AC 2019
AC 2020
FC 2021
LE 1286 1242 1286 1117 1466 1495 ASP ($/st) 2016
AC 2017
AC 2018
AC 2019
AC 2020
FC 2021
LE 11.31 11.5 10.66 13.04 14.07 14.4

RCOBD Evolution (mUSD)




 2016 AC 2017 AC 2018 AC 2019 AC 2020 FC 2021 LE $8.1 $8.4 $6.5 $6.8 $12.0 $12.5

Strong pricing improvement from 2018 to 2021 (7.8% CAGR) attributed to actions put in place by local management. Organizational change, define focus areas, complete detailed market study and executing based on study results. Sales volume growth of nearly 200kt in 2020 when compared to 2018. Volume & pricing improvements of already-high RCOBD margin area led to double digit margin growth; 42% in 2018 to 59% by 2020.

undefined. ITP Volume 2015 2016 2017 2018 2019 2020 2534193.5 2498699.6 2695230 2838680.5 2902258.5 2974122.92 Market 2015 2016 2017 2018 2019 2020 6796116.0320000006 6945386.3418095689 7848029.3634006865 8313923.3487059586 8275584.2160845036 7162206.9907034934 ITP Share 2015 2016 2017 2018 2019 2020 0.3728884980873734 0.3597639464572942 0.3434276141433944 0.34143693427746524 0.35070134315824408 0.37782571817771521. 

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ITP Volume 2015 2016 2017 2018 2019 2020 2534193.5 2498699.6 2695230 2838680.5 2902258.5 2974122.92 Market 2015 2016 2017 2018 2019 2020 6796116.0320000006 6945386.3418095689 7848029.3634006865 8313923.3487059586 8275584.2160845036 7162206.9907034934 ITP Share 2015 2016 2017 2018 2019 2020 0.3728884980873734 0.3597639464572942 0.3434276141433944 0.34143693427746524 0.35070134315824408 0.37782571817771521

Sales Transformation has enabled our overall volume and share to rebound

ITP Volume 2015 2016 2017 2018 2019 2020 8479032.5 7962248.1200000001 8534612.8399999999 8936325.5 8882900.5 8730596.9199999999 Market 2015 2016 2017 2018 2019 2020 23839481.127500001 22736851.077070717 24868936.981177755 25540061.232924353 25715000.910867646 21823749.520078007 ITP Share 2015 2016 2017 2018 2019 2020 0.35567185605474538 0.35019133005755737 0.34318366106518694 0.34989444302819256 0.34543652286031684 0.36393040493307544

ITP Volume 2015 2016 2017 2018 2019 2020 16784068.935000002 16115152.185000001 16784028.447000001 17777979.662999999 17844153.18 16276349.447999999 Market 2015 2016 2017 2018 2019 2020 61994899.919500001 61639292.272947744 66349946.730878666 69577676.955170929 70021255.089064896 57039210.434498951 ITP Share 2015 2016 2017 2018 2019 2020 0.27073305960319338 0.26144284904569903 0.25296219927768027 0.25551269374018332 0.25483909360526003 0.25916052523159111

ITP Volume 2015 2016 2017 2018 2019 2020 5254625 4812674.5199999996 5081144.84 5253559 5168344 4951160 Market 2015 2016 2017 2018 2019 2020 10930180.9855 9720084.8768012617 10421500.914764928 10821518.16136374 10932076.441563521 9009072.5795875844 ITP Share 2015 2016 2017 2018 2019 2020 0.4807445555540934 0.49512679991985631 0.48756363229802707 0.48547338013596614 0.47276873955528398 0.49921720135657793

undefined. Sales Visitation. 2019 2020 54% 59% 50% 42% 48% 45%. 

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2019 2020 29.9% 32.6% 28.6% 27.0% 21.4% 19.7%

Scope of audit 	: bags retailers in Java Period		: Feb to Nov  Auditor		: Nielsen

Dynamix (semen) - Wikipedia bahasa Indonesia, ensiklopedia bebas

2019 2020      4,492.72      4,528.81       4,289.49      3,749.97       3,221.73       2,735.93

ITP market share Bag YTD Nov (ASI): 	   2019	  2020 	   34.5%	  36.4%

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Retail Audit Tracking in Java (YTD Nov 2020)

Instilling structured Sales Rhythm and Structured Selling Process has enabled us to improve on objectives to win in retail bags market: Penetration, Availability and Visibility

undefined. Meeting realization report Dec 2020. Structured selling: Brickwalling (BW): 30 BW done Customer Management Plan (CMP): 20 CMP done Customer meeting using 5 MMP: 175 Nos out of 177 planned call Improvement seen : Improved in numbers (5 MMP, Planned vs Actual) Improved in BW and CMP quality (Identify risks, roadblocks and SMART Actions) Current Focus: Quality link between CMP actions and 5 MMP Focus on next week plan and book the calls ahead Develop and communicate persuasive messages. 

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Structured selling:  Brickwalling (BW): 30 BW done  Customer Management Plan (CMP): 20 CMP done   Customer meeting using 5 MMP: 175 Nos out of 177 planned call
 Improvement seen :  Improved in numbers (5 MMP, Planned vs Actual)  Improved in BW and CMP quality (Identify risks, roadblocks and SMART Actions)
 Current Focus: Quality link between CMP actions and 5 MMP Focus on next week plan and book the calls ahead  Develop and communicate persuasive messages

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Territory Total Planned call  Actual December

 5MMP Planned call Ach. (%) Total Ach. (%)

 Planned Unplanned Total


 S. M. Masud Iqbal  42 38 2 40 38 90% 95% Md. Tazminur Rahman  19 28 8 36 26 147% 189% Md. Saiful Islam  40 40 12 52 40 100% 130% Sheikh Shariful Islam  42 38 4 42 42 90% 100% Md. Imtiaz Kamal  36 33 5 38 29 92% 106% Total  179 177 31 208 175 99% 116%

Numbers in first  3 months ‘ Go Live’ October November December Planned vs Actual call 87% 89% 99% Planned vs 5 MMP Call 98% 96% 99%

The Corporate team have significantly increased their customer meeting realization

undefined. Meeting the right customers and holding the right conversations has led to increased sales. 

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Meeting the right customers and holding the right conversations has led to increased sales

undefined. 3. Implementation. [image] People celebrating. 

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undefined. MINDSET Awareness, Understanding & Behaviour Change. 

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Achieving commercial excellence is not an overnight event

MINDSET Awareness, Understanding 
& Behaviour Change

EMBED Accepted & part of 
every day business

OPTIMISE Continuous improvement 
& staying ahead of the rest

CHAOS Ad hoc efforts Ill defined processes Unpredictable results

DEFINED Documented Process Some repeatability Varied success

PREDICTABLE Predictable results Best in class Adaptable model External benchmarks

MANAGED Metric/leading indicator use Early problem recognition Best practises Continuous improvement

REPORTABLE  Adopted processes Correcting behaviour Some predictability Metric/Lagging indicator use

undefined. INTEGRATION. TIME. MORALE & COMPETENCE. 

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Minimise shock Help individuals let go of the past Communicate intentions Anticipate resistance LEADER
ACTIVITIES Help individuals change Listen and sympathise Encourage and coach Education, training and development Support in new roles Celebrate success Encourage reflection ENDING NEUTRAL ZONE BEGINNING

Managing change is key to success throughout the journey

undefined. Create Market plan Strategy to achieve Target Set Strategy & Annual Target Complete Brickwall Identify areas to improve relationship Create Customer Management Plan Plan to achieve customer target Complete Meeting Planners Outcome focussed sales meetings to execute Customer Plan Determine the ‘Shape’ of your Market Gain the insights Call Cycle Call Cycle Coaching In-field coaching. 

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Create Market plan Strategy to achieve Target Set Strategy & Annual Target  Complete Brickwall Identify areas to improve relationship Create Customer Management Plan  Plan to achieve  customer target Complete Meeting Planners   Outcome focussed sales meetings to execute Customer Plan Determine  the ‘Shape’ of your Market Gain the insights Call Cycle Call Cycle Coaching In-field coaching

A large portion of our initial focus will be on Strategy & Planning, Sales Performance and Capability Building
 Becoming more structured in our selling by introducing the disciplines of market / territory planning, customer planning and sales focused activity management. 

Which helps our salespeople to 
 see the right customers
 at the right time and 
say the right things.
 To succeed it needs to be supported by dedicated leadership rhythms, management cycles and in-field coaching.

undefined. Source: International Coaching Federation. 

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Sales Coaching by Leaders is vital to embed new processes and behaviours

Source: International Coaching Federation

Consideration will need to be given to determine how to build coaching skills and commitment within current the corporate and local culture

undefined. Commercial Excellence means a new sales rhythm. 

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Commercial Excellence means a new sales rhythm

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Diagram

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undefined. Daily sales rhythm. New Management cycle and sales rhythms will be required. 

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New Management cycle and sales rhythms will be required

The leadership team is critical to success

undefined. Rational. Set Direction. Emotional. Engage & Excite. 

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Provides an understanding of where your teams should spend their time and effort and why.

Leadership alignment and consistently articulate the vision, strategy and value proposition to instill believability and desirability

Clarity of the critical leadership activities, capability building and accountability necessary to make results a reality.

Being visible leaders with a visible vision, strategy and plans and communicating progress made. Agreeing actions to build energy and sustain momentum.

undefined. Next Steps. Agree tools and templates Market Management Plan format Customer Bands Segments & Sales Channels Call cycle planning Sales Leader and Sales person minimum expectations Leadership rhythm Management cycle Location of Tools. 

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Agree tools and templates Market Management Plan format Customer Bands Segments & Sales Channels Call cycle planning Sales Leader and Sales person minimum expectations Leadership rhythm Management cycle Location of Tools

Executive CE employee briefing  CEO Video Ongoing communication plan Sales CE  briefings Company-wide CE overview briefings

Executive workshops Sales Manager Training Sales Team Training Review Psychometrics LMS & Record-keeping Phase 2 planning

Progress is monitored through monthly Steering Committee and Project Team meetings

Engage sales teams Embed usage of tools and processes 6 month Activity Dashboard Infield Coaching Weekly, Monthly, quarterly reviews