咨询管理战略组织项目麦肯锡工具评估 RMP-InstructionManual.pdf

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1、- 1 -BER-0072-97098-01-06The Relative Market Penetration Analysis Tool for a preliminary analysis of corporate sales systems Instruction ManualStefan TrilligBerlin, December 1998Roland Berger & Partner GmbH International Management ConsultantsBarcelona Beijing Berlin Brussels Bucharest Budapest Buen

2、os Aires Delhi Dsseldorf Frankfurt HamburgHelsinki Hong Kong Kiev Kuala Lumpur Lisbon London Madrid Milan Moscow Munich New York ParisPrague Riga Rome So Paulo Shanghai Stockholm Stuttgart Tel Aviv Tokyo Vienna Zurich- 2 -BER-0072-97098-01-06A.What is a RMP-Matrix?3B.Where can the RMP-Matrix be appl

3、ied?7C.How to calculate the RMP-Matrix10D.Interpretation of the RMP-Matrix17E.Business development with the RMP-Matrix29IndexPageThis document was created for the exclusive use of our clients. It is not complete unless supported by the underlying detailed analyses and oral presentation. It must not

4、be passed on to third parties except with the explicit prior consent of Roland Berger & Partners.- 3 -BER-0072-97098-01-06A. What is a RMP-Matrix?- 4 -BER-0072-97098-01-06The RMP-Matrix gives an insight into a sales systems and sales peoples efficiency by setting local market penetration against sal

5、es volumesSource: Roland Berger & Partnerrelativeshare ofturnoverrelative market penetrationRMPInterpretation and Evaluation of the sales-system and sales peopleTurnover in distinguished sales areasSales areas shares of total turnoverMarket penetration in destinguished sales areasCompany intern comp

6、arison of market penetration- 5 -BER-0072-97098-01-06The performance of each sales person or sales area is shown by its position between its relative sales volume and its RMP-RateExample of a RMP-MatrixSource: Roland Berger & Partnerrelative share of turnover100%RMP-RateEach dot represents one sales

7、 person or sales areaThe relative share of turnover compares the turnover of each sales person or area to the sales systems average, which is set to 100%100%The RMP-Rate sets the market penetration of each sales person or area in relation to the average market penetration within the sales system, wh

8、ich is represented by 100%- 6 -BER-0072-97098-01-06The RMP-Matrix seperates underperformers from overperformers in terms of turnover as well as market penetrationQuadrants of the RMP-MatrixSource: Roland Berger & Partnerrelative share of turnover100%RMP-Rate100%Sales people or areas with turnover ab

9、ove averageSales people or areas with turnover below averageSalespeople or areaswith marketpenetrationbelow averageSalespeople or areaswith marketpenetrationabove average- 7 -BER-0072-97098-01-06B. Where can the RMP-Matrix be applied?- 8 -BER-0072-97098-01-06The sales system is the companys interfac

10、e to the market and can be challenged by numerous problemsChallenges of sales systemsSource: Roland Berger & PartnerLack of a client-handlingconceptIncentive-systems dontreflect on the regionalrequirementsRegional differences inthe intensity of saleseffortsUse of turnover as theonly measure of sales

11、performanceLack of strength in thesales control systemInsufficient use of salesinformation systemsInsufficientlink between the sales forceand the product andmarketing managementRegional differences inthe distribution ofmarket potentialsConflict betweenrequired prices andquantitiesThe sales systemspr

12、oduct focus doesnt fit tothe corporate strategySales targets stay inconflict to marketrequirementsChallenges ofsales systems- 9 -BER-0072-97098-01-06The RMP-Matrix can be applied to a variety of marketing and sales functionsSource: Roland Berger & PartnerEvaluation of theefficiency of salespeople an

13、d/or theexisting sales systemas a wholeStrategicorientation andcontrol of the salessystemIndividual steeringof sales peopleOptimization ofsales systemstructure andmarketing supportPlanning ofmarketing activitiesApplications of the RMP-Matrix- 10 -BER-0072-97098-01-06C. How to calculate the RMP-Matri

14、x- 11 -BER-0072-97098-01-06Data on local sales and market structure is required to calculate the relative share of turnover and the RMP-RateSource: Roland Berger & PartnerRMP-MatrixRelative share of turnover100%RMP-Rate100%- 12 -BER-0072-97098-01-06The sales peoples turnover that is provided by the

15、clients accounting system must be transfered to the relative share of turnoverCalculation of the relative share of turnoverSource: Roland Berger & PartnerBillingadressTurnoverSales personor areaTurnoverCalculationSales personor areaRelativeshare ofturnoverAggre-gationTurnover of the sales person or

16、areaAverage turnoverper sales person or area- 13 -BER-0072-97098-01-06A target distribution of turnover of the sales people or areas is calculated based on external market data and the companys total turnoverExample for the calculation of the target distribution of turnoverSource: Roland Berger & Pa

17、rtnerInternal dataExternal dataCalculationAverage turnover per householdTarget turnover per sales area= target distribution of turnoverTotal number ofhouseholdsTotal companysturnoverXNumber of householdswithin each sales area- 14 -BER-0072-97098-01-06To calculate the RMP-Rate, the actual turnover of

18、 the sales areas is divided by the target turnoverCalculation of the RMP-RateSource: Roland Berger & PartnerSales personor areaActualturnoverSales personor areaSales personor areaTargetturnoverRMP-Rate=- 15 -BER-0072-97098-01-06The regional distribution of market potentials can be approximated by an

19、y similar distributionExamples for substituting distributions of market potentialsSource: Roland Berger & PartnerProductWhite goodsConsumer goods for specific groups of age, sex, professionOften used industrial equipment and materials (no project business)InformationsourceDistribution functionNumber

20、 of householdsSize of populationNumber and size of companiesPublicstatisticsAccording to the knowledge about the usage of the products a set of distributions can be easily combined- 16 -BER-0072-97098-01-06In the RMP-Matrix the relative share of turnover and the RMP-Rate are brought togetherDevelopm

21、ent of the RMP-MatrixSource: Roland Berger & PartnerSales personor areaRelative shareof turnoverrelative share of turnover100%RMP-Rate100%Sales personor areaRMP-RateXYZXYZXYZ- 17 -BER-0072-97098-01-06D. Interpretation of the RMP-Matrix- 18 -BER-0072-97098-01-06The higher the spread within the RMP-Ma

22、trix is, the higher is the need for strategic and operational changeSource: Roland Berger & PartnerNew design of the sales areas including the exchange of managers.The incentive system and the sales controlling should be radically changedrelative share of turnover100%RMP-Rate100%Extreme need for a n

23、ew designNeed for a new structure of sales areas and market potentials.Change of the incentive system and the sales controlling towards more homogeneous sales efforts throughout the marketHigh strategic and operativeneed for changeNo direct indication for a need of structural change. More profound a

24、nalyses recommended.Eventually start a sales-up programGood sales structureExamination of the incentive system and its realization, eventually restructuring of sales areas necessaryLight need for change- 19 -BER-0072-97098-01-06The wide spread field indicates serious inefficiencies in the sales syst

25、emBasic structrue “wide spread field”Source: Roland Berger & Partnerrelative share of turnover100%RMP-Rate100%As long as the distribution of market potentials and turnover are calculated correctly the wide spread field in the RMP-Matrix indicates enormous lacks as well in the structure, as in the co

26、ntrol of the sales system and also emphasis that enormous market potentials are actually not turned into profits. Additionally this sales system also carries high potential for unsatisfaction and demotivation of the entire sales force- 20 -BER-0072-97098-01-06The understanding of four basic structur

27、es of RMP-Matrixes ease the fast interpretation of the analyzed dataBasic structure of the RMP-MatrixSource: Roland Berger & PartnerTarget DistributionDiagonal BarHorizontal BarVertical BarBasic structureInter-pretationgood structurehomogenious distribution of market potentials and sales effortslack

28、 of sales stars and therefore perhaps lack of motivationgood division of market potentials between sales peoplehigh differences between efficiency or motivation of sales peoplesuboptimal division of market potentialshigh influence of turnover on employees motivationinhomogenious sales efforts throug

29、hout the marketrisk for loosing good employees in bad market areassuboptimal division of market potentialshomogenious sales efforts throughout the market- 21 -BER-0072-97098-01-06A central segment gives the impression of an optimal design of sales areas and homogeneous motivation and efficiency of t

30、he sales peopleBasic structure “central segment”Source: Roland Berger & Partnerrelative share of turnover100%RMP-Rate100%Almost equal turnovers in allsales areas at a comparable market penetration indicate a homogeneous distribution of market potentialLow variations in the RMP-Matrix indicate a homo

31、geneous market penetration- 22 -BER-0072-97098-01-06A program that enhances overall sales performance might shift the whole system to a higher level of profitabilitySource: Roland Berger & PartnerRecommendations for the “central segment”Examination of the whole structure comparing the performance pe

32、r sales person with the competitorsExamination of the individual work load of each employee by the density of market potentialsLaunch of a program to enhance overall sales perfomance. This might also cause the need for structural changes- 23 -BER-0072-97098-01-06The diagonal structure indicates a ho

33、mogenious distribution of market potentials on sales areas whereas sales people efficiency differs widelyBasic structure “diagonal bar”Source: Roland Berger & Partnerlack of motivation or low efficiency (e.g. long ways) can be reasons for low market penetrationrelative share of turnover100%RMP-Rate1

34、00%high quotas of market penetration lead into a high turnoverlow quotas of market penetration lead into low turnovershomogenic share of potentialhigh motivation or high efficiency (e.g. short ways) can be reasons for high market penetration- 24 -BER-0072-97098-01-06Recommendations for the diagonal

35、structure reach from partial market exits to personal developmentSource: Roland Berger & PartnerRecommendations for the “diagonal structure”In depth analysis of the density of market potentialsExamination of the potentials of rentability of weak segments, eventually regional market exitsExamination

36、and eventually new design of the incentive systemExamination of the motivational structure of the sales force eventually exchange of employeesExamination of the top market segments whether sales efforts are performed too aggressively and future market potentials might be harmedDevelop top sales empl

37、oyees to managers in areas with low market penetration- 25 -BER-0072-97098-01-06A structure of the RMP-Matrix similar to a horizontal bar indicates a strong focus on target turnoversBasic structure “horizontal bar”Market potentials that could be achieved easily are not turned into salesrelative shar

38、e of turnover100%RMP-Rate100% Turnover is over-emphasized as a measure of the sales systems performance Sales people in “good” areas do not see any need to push their market area beyond the set target turnover, the result is a mediocre market penetration Sales people in worse areas need to work hard

39、er than their peers to reach only average turnoverSales employees might probably be overloaded. Good employees might leave the company. Risk of to intense sales efforts that might work against the companys strategy or sell future potentials- 26 -BER-0072-97098-01-06To optimize sales systems with a R

40、MP-structure of a horizontal bar the regional division of sales areas as well as the incentive system should be modifiedRecommendations for sales systems with “horizontal bar”Source: Roland Berger & PartnerRestructuring of the division of sales areas and market sharesModification of the performance

41、measurement and the incentive systemFor the development of a new structure of sales areas more profound analyses concerning the density and distribution of market potentials are requiredLess emphasis on the turnoverStronger focus on a homogeneous spread of sales efforts in the market field- 27 -BER-

42、0072-97098-01-06The vertical bar indicates a sales control system that focuses on market potentials; risk of regional inefficienciesBasic structure “vertical bar”Source: Roland Berger & Partnerrelative share of turnover100%RMP-Rate100% High turnovers of individual sales people might cause social unr

43、est within the sales system Sales system strongly focused on homogeneous market penetration Highly theoretical distribution that is commonly not found in companies Coverage of market regions, where the market potentials might not justify the cost of the sales system- 28 -BER-0072-97098-01-06In case

44、of a vertical bar structure the re-design of sales areas and regional selective market exits might be recommendedSource: Roland Berger & PartnerRecommendations for “vertical bars”Evaluation of resources employed and the position within the RMP-Matrix for each individual sales personRe-design of mark

45、et potentials and sales areas in the upper levels of the matrixIn depth analysis of the sales people and areas in the lower levels concerning their performance, their political and strategic importance; eventually new division of market potentials or exits from local market- 29 -BER-0072-97098-01-06

46、E. Business development with the RMP-Matrix- 30 -BER-0072-97098-01-06Comparing the results of different RMP-Matrixes, the RMP-Analysis can be come a very flexible and powerful tool to show companies need for change32Comparison of differentRMP Analysesrelative share of turnover100%RMP-Rate1Examples s

47、hown in thefollowing pagesPotential for further developmentof the tool Comparison of the development of different products to optimize the product portfolio or to determin the products stage in the product life cycle Analysis of client portfolios, eventually in relation to sales people Diversificati

48、on of the methodology of a matrix of standardized key figures for different areas than sales Comparison of different periods of time to evaluate the effectiveness of organizational, sales and marketing messures Comparison of the analyses for different products or product families to determin where t

49、o use which sales and marketing actions - 31 -BER-0072-97098-01-0632321The regional development can be examined by the comparison of the RMP-Matrixes of different yearsComparison of the RMP-Matrix of two different periodsSource: Roland Berger & Partner1995relative share of turnover100%RMP-Rate100%19

50、96relative share of turnover100%RMP-Rate100%+132Change 1995 1996relative share of turnover100%RMP-Rate100%1- 32 -BER-0072-97098-01-06The comparison of RMP-Matrixes from different periods of time allows a variety of deductions for the business developmentSource: Roland Berger & PartnerComparison of t