GLOBAL COMPRESSOR SELLING AT BURCKHARDT COMPRESSION. Zürich, November 26, 2013 Daniel Schillinger

Transcription

1 GLOBAL COMPRESSOR SELLING AT BURCKHARDT COMPRESSION Zürich, Daniel Schillinger

2 Burckhardt Compression Who are we? We develop compressor systems and offer components and services that help customers to minimize life cycle costs. As the only manufacturer we cover a complete range of reciprocating compressor technologies. We aim to achieve balanced growth while constantly improving our processes, extending our geographic reach and developing superior solutions for promising applications. Seite 2

3 Our Core Competence Reciprocating Compressors, Compressor Components and Service Seite 3

4 Reciprocating Compressor Systems In operation as a system With many years of experience and professional competence we design and procure all the necessary parts of a compressor system. Seite 4

5 The Full Range Compressor Components and Services We keep reciprocating Compressors running endlessly COMPRESSOR COMPONENTS Valves Piston rod packings Packing rings Oil scrapers Piston rings Guide rings Hyper Compressor components More components SERVICES Burckhardt Valve Service Spare parts logistics Field service Technical support Component repair Engineering services Revamps Condition monitoring and diagnostics Training LOWEST LIFE CYCLE COSTS LONG RUNNING TIMES HIGHEST AVAILABILITY Seite 5

6 Our Market Segments Upstream oil & gas Gas transport and storage Refinery Petrochemical/ Chemical industry Industrial gases Seite 6

7 Company Profile CEO Marcel Pawlicek Chairman of the board Valentin Vogt Established 1844 Stocks quoted SIX (BCHN) Employees (worldwide) Turnover 2012 CHF 367 million % 59% 41% Components, Services & Support Compressor Systems Seite 7

8 Qualified Employees Around the World Burckhardt Compression Manufacturing Locations Burckhardt Compression Subsidiaries und Service Centers Agents Seite 8

9 What You Can Expect from Burckhardt Compression as a Partner Leading workmanship Proven dedication Certified quality and reliability Continual pursuit of improvements Thorough in-house expertise Responsible and sustainable business practices Seite 9

10 Burckhardt Compression Project startetd in 2011 roll-out from January 2013 October 2013 CRM launched for New machine sales After sales case management CRM-Consultant: Infoman up to June 2013 Online as of July 2013 CRM replaced a Winterthur-centralized, home-grown Excelapproach Seite 10

11 CRM Objectives Structure tender information; documentation; replace former central Excel approach Professional tool for the daily work of each sales rep Coordinate global quote work Globally share information and cooperate Grow order intake and market share Manage the global CS sales force Gain transparency of future business, qualified forecasting Seite 11

12 CRM: Accounts & Contacts (Master Data) Structured end-user account with different (sub-) accounts (e.g. locations, subsidiaries ) Segment Owner Potential Installed compressor at location (BC, OBC) Contact person at location Most important accounts are End-Users and EPCs Each account has a unique «owner» within BC (BCx or BCAG) Each account is assigned to one segment and has a defined order intake potential Information grows over time. Incomplete info is better than no info! Seite 12

13 CRM: End-User-Project, Opportunities and Quote Structured end-user account End-User Project Opportunities (to sell a compressor to an end-user) The end-user project s allocated to one specific site of the customer (sub-account) It contains one or more opportunities to sell a compressor Each opportunity contains quotes to one or more EPC s Quotes (for the same compressor to various EPCs) All quote documents are available in SharePoint directly from the quote Seite 13

14 CRM vs. ERP: Global Database CRM provides globally one and the same data base One global opportunity/quote view; one global case view One global Customer Universe with all contacts and addresses Instantaneous availability of data (e.g. actual Group Order Intake at any minute) ERP varies between subsidiaries; no global access possible CS BCAG CS BCx CSS Marketing Contracting CS BCx CSS BC global network Common CRM Database Seite 14

15 CS Globalized Sales Process Principles of how CS-sales works at Burckhardt Compression 1. All business starts with the end-user, be early! 2. Clear ownership of customers 3. Sales is structured in segments of end-users 4. Sales work and decisions are done as close to the customer as possible 5. We apply a four-eyes-principle for key decisions Seite 15

16 CS Globalized Sales Process Principles of how CS-sales works at Burckhardt Compression 1. All business starts with the end-user, be early! 2. Clear ownership of customers 3. Sales is structured in segments of end-users 4. Sales work and decisions are done as close to the customer as possible 5. We apply a four-eyes-principle for key decisions Seite 16

17 CS Globalized Sales Process Compressor Project End-user EPC first ideas, FEED select process select EPC Engineering, Procurement and Construction of project; Select compressor vendor time BCx, BCAG EPC award Identify opportunity Collect info Budgetary Assist spec quote RFQ order Firm bid SOP End-user, EPC and BCAG are typically all in different countries Typically, several EPC s are bidding for one project Seite 17

18 CS Globalized Sales Process Two crucial responsibilities of sales before quoting: Identify opportunities before an EPC requests a quote Ask end-users for their plans Public project announcements Commercial databases Develop these opportunities before an EPC is awarded contacting a customer who has not asked us to see him Listen to the customer and do not fill him up with product info Think in the bigger picture of the process of the customer Prepare yourself and know what your added value to the customer is The best you can achieve: Helping the end-user to prepare the EPCsubscription material Seite 18

19 CS Global Sales Process - CRM CS opportunity pipeline: Almost 2 bn CHF for the next 2.5 years Good for the near/medium term future More distant future can still be improved Seite 19

20 Opportunity Funnel by Country The Challenge How many opportunities are in the market? How can we identify more? If we knew more, could we chase them and how? Source: CRM March 3, 2013 Bubble Size corresponds to total value of opportunities For «unknown», the end-user is not known, i.e. we only have RFQ from EPC Seite 20

21 CS Globalized Sales Process Principles of how CS-sales works at Burckhardt Compression 1. All business starts with the end-user, be early! 2. Clear ownership of customers 3. Sales is structured in segments of end-users 4. Sales work and decisions are done as close to the customer as possible 5. We apply a four-eyes-principle for key decisions Seite 21

22 Customer Ownership End-customer is the origin of our business Clear Customer Ownership Sales force is segmented (both in BCAG and in all BCx) End-customers in segments Country a Country b BCx / Agent Agent BCAG The owner is responsible for the data (completeness, correctness) The sales-person who owns the HQ of an international account is in charge to coordinate Seite 22

23 CS Globalized Sales Process Principles of how CS-sales works at Burckhardt Compression 1. All business starts with the end-user, be early! 2. Clear ownership of customers 3. Sales is structured in segments of end-users 4. Sales work and decisions are done as close to the customer as possible 5. We apply a four-eyes-principle for key decisions Seite 23

24 CS Globalized Sales Process Sales is structured in segments of end-customers A segment is a group of end-customers with similar needs MRP (our strategy) defines 5 segments we focus on Customers expect segment specific knowhow and added value from a CS sales person Each sales person in both BCAG and BCx is allocated to one specific segment Eases introduction of new people/training Ensures that we add value for end-customers Seite 24

25 CS Globalized Sales Process Principles of how CS-sales works at Burckhardt Compression 1. All business starts with the end-user, be early! 2. Clear ownership of customers 3. Sales is structured in segments of end-users 4. Sales work and decisions are done as close to the customer as possible 5. We apply a four-eyes-principle for key decisions Seite 25

26 CS Globalized Sales Process Who does what in the bidding process? CRM-Entities Opportunity Budget Quote Firm Bid (first EPC) Firm Bid (second EPC) Order BCx1 sales End-user EPC BCx2 sales BCAG sales End-user first ideas FEED EPC award RFQ Order SOP Bid-Coordinator coordinates between the BCx s involved; Supports and coaches BC Identify Opportunity; Collect info; Assist spec Budgetary quote Firm bid Opportunity-Owner Owns the end-user; Knows first abot the project Quote-Owner Makes the quote and leads nego Seite 26

27 CS Globalized Sales Process Principles of how CS-sales works at Burckhardt Compression 1. All business starts with the end-user, be early! 2. Clear ownership of customers 3. Sales is structured in segments of end-users 4. Sales work and decisions are done as close to the customer as possible 5. We apply a four-eyes-principle for key decisions Seite 27

28 CS Globalized Sales Process 3 Gates to be released by segment manager for every project end-user first ideas FEED EPC award RFQ Order SOP BCx, BCAG Identify Opportunity; Collect info; Assist spec Budgetary quote Firm bid 3 opportunity gates, released by segment manager Bid yes/no? Release budget quote Release firm bid Seite 28

29 Sales Management with CRM CRM Dashboard to follow-up opportunities (example T&S): In-Play Opportunities with quote sent to customer WIP (Work in Progress) Opportunities team prepares quote for Prospects Opportunities team is not yet working on Seite 29

30 Sales Management with CRM We are a partner to our end-user and identify opportunites early We measure indicators that lead the order intake and use those to manage the sales force (Opportunity Mgmt) Opportunities Prospects Work in Progress In-Play KPI examples: # Customers (current and potential), i.e. the Customer Universe # Customers without open opportunities # Customers not visited in last 6 months # Visits per month # Opportunities without activity in last 3 months Time Orders CRM Training CS-Process May 2013 Seite 30 Seite 30

31 Learnings so Far Process first, then CRM; Top-Management attention/involvement Acceptance in the beginning lower than expected good old Excel-solutions now increasing Have a consultant who knows/shows standard functions before customizing CRM made forecast much easier and substantially more accurate Global cooperation works well but only if data is accessible to all (data integrity/security issue) Increased pressure on sales people due to high transparency Substantial increase in order intake Define KPI s and visualize in dashboards; otherwise, overview and priorities might get lost Seite 31

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