Performance Management for C-Level Officers Performance Management for C-Level Officers

Executive Summary Executive Summary

Berlin Pacific and its partners help companies improve performance by increasing sales and
decreasing costs. Internal staff often lack the information, time, expertise and procedures to
optimize all areas outside of the organizations core competencies. But when decision makers are
given the information they need and human resources to execute a plan, they can further
optimize areas which companies traditionally overlook. Berlin Pacific provides key information
and execution capability to decision makers with high !"I, low investment, low risk, #plug in
business processes that increase sales and decrease costs. $hese solutions have been used by
clients like %u&itsu, !'( (c)ladrey, *vaya, "+eal 'teel, 'ungard, and are optimal for firms in
retail, manufacturing and service sectors. $hey have found that Berlin Pacifics expert best
practice processes, with technology as an enabler, increase performance and generate profits in
the first year.
Increasing Sales
Inbound lead generation , for B-B and consumer. "ften ./0/1 increases in sales.
Outbound lead generation , when each new average sale is over 23/,///. 'hrink lead
generation and sales cycle time up to 4/1. Boost conversion 5.- to .6.
Decreasing Costs
Vendor Cost Management , decrease the recurring costs of vendor services as much as
3/1 in some categories.
Inventory Management decrease capital tied up in inventory. %irms generally
overspend on inventory by 5/5-1.
Manufacturing Performance , increase cash flow, !"I, and profits by more effectively
utilizing capacity to completely align with highest profit customer demand and produce
all orders on time.
Improving Visibility
)ive decision makers visibility in to your business, and instantly find answers in your
company7s data with onthefly reports.
Value Proposition Value Proposition
8ecision makers are often prevented from optimizing areas because no one is giving them the
information they need or it is too difficult to use. 9ven if they were given the information,
getting it implemented might take up too much of the decision makers time. %urther
optimization is low !"I, with high opportunity cost.
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Performance is increased by providing better information to decision makers and making
decisions easy to implement. %urther optimization offers a high !"I, with low opportunity cost.
:ompensation is structured around ensuring client profit; the services effectively pay for
themselves.
Information Quality
%or example an oil services firm gets a monthly bill for cell phones. %irm wide there is steady
usage over the last year, and extra minutes are pooled among all users. $he vendors account rep
and the bills never inform the firm that at the start of the year they were buying two times the
minutes they need and they are now buying three times.
$hrough no fault of the firm, low <uality information from the vendor has increased their costs.
$his happens in many different areas. In this case Berlin Pacific examined each bill and added up
the firms usage to discover the discrepancy. =hen the firm received a list of recommendations
they were told how they could fix the discrepancy. >igh <uality information from Berlin Pacific
allows the firms decision maker to ad&ust their buying to align with real business needs.
Implementation Quality
%or example a large steel firm implements new services and re<uests removal of old unused
services. $he vendor fails to remove the old unused services from the billing system, burying the
charges in masses of paper bills.
$hrough no fault of the firm, low implementation <uality from the vendor has increased costs. In
this case Berlin Pacific tracks the implementation of the firm decision. $his involves calling
multiple people at the vendor, creating and tracking trouble tickets, re<uesting and tracking
credits, tracking whether bills are updated. %irm decision makers do not have time to do this, nor
were they aware of a problem.
Berlin Pacific provides easy to use and integrate solutions that provide better information for
decision makers, and executes their decisions. %irms do not have to change the organization, re
invent best practice analytical processes and technology, hire or gain sub&ect matter expertise, all
of which would rapidly consume the valuable time of key employees.
)ncreasing Sales )ncreasing Sales
)n'ound lead generation )n'ound lead generation
$ake advantage of a solution that will increase your sales, and integrate with your current sales
processes. (any firms offer great B-B and consumer solutions, and dont realize that prospects
are looking for their solution with a search engine and cant find the firms solution. =e start by
understanding your business and offerings, and looking at the voice of the customer. By running
the search engines backwards for a firm, a firm can learn how many people are looking for their
offerings and finding nothing, even from a competitor. $he firm can have us build sales
optimized pages that get top ranking for the searches where they have a solution, capturing and
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speaking to each target market , this results in more sales from targeted prospects looking for the
firms solution.
%or instance a firm in the athletic apparel industry is informed by us that, unbeknownst to them,
their apparel is suitable for people with medical conditions. (any people are searching for
suitable apparel and not finding anything. 'uch people did not want to be directed to an athletic
apparel site. $he firm was able to target each medical condition with custom pages speaking
directly to the prospects uni<ue medical condition. $his increased sales ./0/1.
(any firms can increase B-B and consumer sales simply by making sure that people looking for
their solution can find their solution.
*re your best prospects consistently finding your web site?
=ould you increase your online sales and online lead generation if you could harvest
prospects that are searching for exactly what you offer and telling you exactly how they
want to be sold?
8o you know precisely how many prospects are looking for each specific product and
service you provide?
>ow do you pull in your best prospects and sell them what they are searching for?
If the answers show room for growth, we help the firm exploit the opportunity to increase sales
and lead generation at a low cost.
Out'ound lead generation Out'ound lead generation
$ake advantage of a solution that will increase B-B sales, and integrate with current sales
processes. (any firms are looking for ways to increase sales and inexpensively generate leads
for 23/,/// and up solutions. !eaching the right decision makers is the @5 challenge. =ith this
solution firms get decision makers calling or emailing the appropriate sales representatives
re<uesting meetings.
$he firms existing list of ideal clients is used, or one is generated for them. Proven and effective
messaging is created and tested. $he messaging is sent to the target organizations likely decision
makers using email Aspam compliant, email addresses are provided for firm.B 8ecision makers
respond with an email or call the firm re<uesting a meeting. In other cases the likely decision
maker refers the firm to the correct decision makers.
$hese are validated actionable leads for a fraction of the cost augmenting the firms lead
generation strategy. %irms only pay for the leads they get, so there is no risk. +o waiting for
trade shows, using ineffective and often demoralizing cold calling, no large investment in low
response direct marketing or email marketing.
Increase prospecting productivity by 5.3 to 06
'hrink lead generation and sales cycle time up to 4/1.
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Boost conversion 5.- to .6.
Increases in deal size are a common side effect.
Vendor Cost Management Vendor Cost Management
%irms can cut costs, sometimes 3/1, and keep or improve service if they restructure vendor
spending appropriately to align with business needs and market prices.
Berlin Pacific gives firms visibility in to their cost of recurring vendor services. %irm decision
makers are given previously unknown concrete opportunities to fix billing errors, remove unused
services, and lower purchase prices. Berlin Pacific implements firm decisions. $here is typically
no upfront cost, and fees are a percentage of savings. %irms typically are not given granular
visibility in to costs, nor do they have an independent source of data on market prices, and have
limited time to deal with vendors. :onse<uently costs are always above the optimal level,
decreasing profit margins.
If a company uses these services, chances are theyre leaving money on the table each and every
month;
*elecom (voice and data)
)* recurring maintenance c+arges
)* infrastructure and compliance
)nsurance (including health and benefits)
Printing
,inancial Printing
Credit card - payment processing
.etail signage and printing (including permitting)
,reig+t and s+ipping/ (especially LTL)
*ax credits (for new employees and/or your location)
Private 0ets (maintenance and management)
1aste and .ecyling (Green Reverse Logistics)
2tilities
)nventory Management )nventory Management
=ith this solution firms can increase li<uidity and decrease capital tied up in inventory by
aligning inventory with demand. (any firms overspend by 5-1 every year on obsolete or
stagnant inventory.
* significant cost to most organizations is the inventory it carries to support customers and sales.
Cnfortunately the information most firms get is insufficient to further optimize the inventory
levels of each individual item.
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=hen inventories are stratified and modeled by classification and investment parameters they
can be more effectively managed. "ur automated solution can easily integrate with a firms
systems to improve performance.
5. D!ightsizeE inventory.
-. "ptimize slow and excess inventory.
.. !educe holding costs.
0. "ptimize and synchronize supply chain management and increase visibility.
3. Improve forecast accuracy.
F. (ake the right investment in inventory.
G. (onitor key performance indicators AHPIsB.
!educe human error and eliminate the need for &udgment calls that might over or underestimate
forecast figures by automating calculations, such as;
'HC rankingIclassification within product lines.
*utomated statistical profiling of 'HCs, based on velocity and fre<uency of demand, to
predict future demand patterns.
>istorical demand averages to develop forecasts.
%orecasting the predicted turning point for seasonal trends, based on item profile
database.
Manufacturing Performance Manufacturing Performance
=ith this solution manufacturing firms can increase cash flow, !"I, and profits by more
effectively utilizing capacity to align with customer demand and produce orders on time. %irms
can work with the people who are literally writing the book on (!P.
%re<uently production is often not fully aligned with customer demand. =hile some firms
execute rapidly on customer orders, other firms have opportunities to improve performance.
Production is aligned by understanding the production process and finding the hidden key
bottleneck or constraint.
5. I89+$I%J the constraint Athe resourceIpolicy that prevents the organization from
meeting demand and increasing profits.B
-. 8ecide how to 96PK"I$ the constraint Amake sure the constraint7s time is not wasted
doing things that dont meet demand and increase profits.B
.. 'CB"!8I+*$9 all other processes to above decision Aalign the whole
systemIorganization to support the decision made above.B
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0. 9K9L*$9 the constraint Aif re<uiredIpossible, permanently increase capacity of the
constraintM Nbuy more.NB
3. I89+$I%J the next constraint.
%or example firms may discover key production stages Athe constraintsB arent replenished
leading to downtime, they produce goods that go in to inventory, the constraints highly profitable
production capacity could inexpensively be added to with additional labor or e<uipment.
%irms can resolve these issues
%orecast inaccuracies
%re<uent materials shortages
>igh premium freight expenses
Poor fill rates
:onflicts between Planning, Purchasing and (anufacturing
%irms can see results. =hat would these numbers mean in your environment?
%ill!ates O to PP.F1 Afrom 401B
'ales O-/1
Inventory Kevels QF/1
By aligning production with demand by using PullBased 8emand )eneration firms can
dramatically improve performance.
)mproving Visi'ility )mproving Visi'ility
)ive decision makers visibility in to the business, and instantly find answers in the company7s
data with on the fly reporting.
>ow profitable is a given customer today?
=here are increases or decreases in sales and profit coming from?
=hat is unused or unsold inventory?
*re suppliers delivering on time, on <uantity, on cost?
$his solution puts a firms data in to its systems data cube, and creates easy to use, dynamic, on
the fly reporting. 8ecision makers get the reporting they want, when they want it.
=ith other solutions new reports can take a long time to create and re<uire I$s involvement, this
software puts the power in your hands to slice and filter information in realtime.
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If a firm is interested, well conduct a proof of concept, using firm data, and demonstrate how the
software will save money. If it isn7t a good fit, then there7s no risk to the firm.
Berlin Pacific Performance - 3nyt+ing Less )s 3 1aste Of Money(
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