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Process Safety Management Marketing Plan

Process Safety Management Marketing Plan

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Process Safety Management Marketing Plan

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  1. Process Safety Management Marketing Plan Updated: August 17, 2011

  2. PSM Marketing Plan Overview • Recap of PSM Strategy Statement (and Key Messages) • Situation Analysis (Market Drivers and Competitive Dynamics) • Offering Description and Positioning • Customer Segment Overview and Strategies Review • Key Issues • Marketing Objectives and Tactics

  3. PSM Marketing Plan Overview • Recap of PSM Strategy Statement (and Key Messages) • Situation Analysis (Market Drivers and Competitive Dynamics) • Offering Description and Positioning • Customer Segment Overview and Strategies Review • Key Issues • Marketing Objectives and Tactics

  4. Safety Resources Strategic Sweet Spot Behavior-based management & system consulting • Unique DuPont position: • Solutions combine PSM expertise with behavior-based, “culture-oriented” approaches and basic skill development • Further differentiated by our real-world, “owner-operator” experience Operations Risk Consulting (PSM) Compliance, Audit Providers, Basic skill-based tools

  5. Capabilities To Win How to Compete Where to Compete Goals and Aspirations Develop value propositions for specific market segments: - Mature high performers - Growing mid market players in emerging markets • DuPont Safety Brand Grow from $138mm in 2010 to $250mm in 2016 Employee, Process, and Contractor Safety Develop “sustain” phase offering Develop offerings to support changing workforce Thought Leadership at leading edge of safety development Merge training production capability into strategic workforce capability development program Accelerate Growth in Emerging Regions Develop in-house capability in Talent acquisition Learning & Development of client-facing teams Workforce collaboration through knowledge management Fully Integrated L&D support program Acquire deeper knowledge and content skills sets in PSM disciplines Leader in integrated PSM Management • Thought and Innovation leader Energy, Construction, Mass Trans, Metal / Chemical Processing Develop change management capabilities and model Develop validated field assessment techniques World class methodologies Integrate modern instructional design into consulting methods: coaching & facilitation Acquire project management and contractor management experience and skills Safety Resources Strategy Summary • To grow our safety business by 2016 (to $250mm), by offering service solutions to business clients to create outstanding value in reducing risk and saving lives and livelihoods. We will achieve this by aligning with emerging market and industry needs, leveraging the power of the DuPont brand in safety, building upon our owner-operator experience and through leading edge safety research.

  6. PSM Strategy • Strategy Statement: • To more than double the size of the PSM/ORM practice by 2014 (to $75mm), by offering service solutions to business clients to assist them in managing their operational risk to prevent process related injuries and incidents. • We will achieve this by leveraging the power of the DuPont brand in safety, building upon our owner-operator experience in implementing PSM and applying our proven management system and set of tools, technologies, training, and practices.

  7. PSM will drive 70% of DSR growth between 2011 and 2016 DSR 2011-2016 Revenue Objective ($MM) 3% 25% 16% ’11-’16 CAGR

  8. PSM Marketing Plan Overview • Recap of PSM Strategy Statement (and Key Messages) • Situation Analysis (Market Drivers and Competitive Dynamics) • Offering Description and Positioning • Customer Segment Overview and Strategies Review • Key Issues • Marketing Objectives and Tactics

  9. High-risk process industries will continue to drive PSM growth

  10. The addressable competitive market for Safety Consulting is $3.2B with PSM representing about $1.9B • Detailed Market Research by KIA in Q1 2011 has identified substantially greater revenue opportunity in the PSM space • Total safety consulting ‘addressable’ market remains even larger as many potential clients “do-it-themselves” • Addressable competitive market now estimated at $3.2bn – with PSM representing nearly 2/3 DSR Addressable Market($3.2B) Source: Kennedy Information Advisors

  11. Detailed Analysis by KIA of the PSM Addressable Market has identified new players in both PSM and overall Safety Consulting Source: Kennedy Information Advisors Emphasis on Contractor/Construction Safety & embedded within project work

  12. Competitive Insights • Of Top 15 overall safety consulting players, DuPont is 2nd largest, but 14th largest in PSM revenues • None of the specialist behavioral safety competitors – BST, JMJ etc – make the top 15 • Significant number of EPC players – revenues estimated for services performed within larger major projects. Aligns with our CSM/Cap Effectiveness practice • In PSM, insurers are significant players, one, Aon has made a specific strategic move to provide consulting support for PSM improvement. Others, Allianz, Marsh, Liberty Mutual etc appear more opportunistic • DuPont, together with Shell, remain as one of the few owner operators, but the acquisition of CoreMedia by Caterpillar – although small – validates the attractiveness of the service offer

  13. PSM Marketing Plan Overview • Recap of PSM Strategy Statement (and Key Messages) • Situation Analysis (Market Drivers and Competitive Dynamics) • Offering Description and Positioning • Customer Segment Overview and Strategies Review • Key Issues • Marketing Objectives and Tactics

  14. PSM Services Continuum What To Do Help Sustain Help Build Help Run Services Business Competency “Assisting clients manage their operational risk to prevent process related injuries and incidents.” Process Innovation / Renovation Operations Support & Implementation Plan / Design / Development Continuous Improvement • Governance and Organizational Design • PSM Design • Facilitate PSM Standards/Procedures/Processes • Best Practices Workshops • Assessments / Benchmarks • Corporate PSM Strategy Development • Asset PSM Improvement Plan Development • Organizational Development • Expert Skills Augmentation • Delivery Execution Partnering • PSM Audits • Operating Discipline Assessments • Learning and Development curriculum Focus Areas • Integrated PSM Mgt Systems • Operational Discipline • PSM Performance Management Decision Makers VP Level: Ops, Plant Mgr, COO Influencers • Technology Mgr • Engineering Mgr • Dir of Safety or Op Risk Mgt

  15. PSM Offering Statement • The Process Safety Management (PSM) offering from DuPont Sustainable Solutions is a proven, multifaceted and comprehensive process that helps organizations manage their operational risk to: • Prevent process-related injuries and incidents • Sustain right-to-operate status and positive reputation among all stakeholders • Achieve sustainable improvements in business continuity, asset productivity

  16. PSM Value Proposition Promise: A proven managing system to enable sustainable improvements in process safety and to avoid loss of life, property, business and environmental image Target Audience: Decision Makers-COO & VP level in Ops, Plant Management Decision Influencers: Dir of Safety or ORM, Technical and Engineering Management Differentiation: Owners and operators of high hazard processes all over the world with 200+ years of experience A complete, integrated management system for PSM at corporate and site levels Technical knowledge and content, linking behavioral elements of employee safety as a foundation for effective PSM

  17. PSM Value Proposition – cont. Reasons to Believe: Extensive internal PSM expertise recognized by Industry recognition Proven results in delivering improved PSM performance with external clients Routine interactions and applied experience with senior leadership on PSM systems, performance and continuous improvement

  18. Strengths and Unique Attributes • A manufacturing company and brand recognized as a leader in Safety with specific PSM responsibilities, operating systems and leadership practices • Extensive internal PSM technical expertise, experience, and systems in developing, maintaining and improving PSM • Extensive PSM management and technical consulting experience and capabilities with external clients • Routine interactions and applied experience with senior leadership on PSM systems, performance and continuous improvement – translational capability to engage leaders and connect to PSM • Ability to engage with and influence PSM within other manufacturing companies across the supply chain (raw materials , products, distribution) • Actual experience in PSM training and mentoring for executive leaders (internal and external clients)

  19. Capabilities to win • DuPont Brand and Safety Leadership directly transfers to PSM • Knowledge and ability to apply tools of PSM; essential for interpretation of PSM Studies results and configuration of Software Solutions • Ability to articulate the simplified, de-mystified value proposition • Gifted, capable, experienced, practical people (delivery) MI, PHA, • Knowledge sharing and collaboration; key to introduction of new PSM Training Offering • Solutions Design; essential to move client from assessment phase to envision, plan and implementation phases which brings a ~20X revenue multiplier • Regional capabilities: ME (Weak), CIS (Weak), Brazil and Mexico (Med), India and China (Strong), Canada, US, (Strong) W. Europe (Med)

  20. PSM Marketing Plan Overview • Recap of PSM Strategy Statement (and Key Messages) • Situation Analysis (Market Drivers and Competitive Dynamics) • Offering Description and Positioning • Customer Segment Overview and Strategies Review • Key Issues • Marketing Objectives and Tactics

  21. Segmentation • Market Segment Selection Criteria • High risk industries with focus on Major Incident prevention • Significant operations: equipment, people sensitive and capital intensive • Growing areas with money to spend • PSM applicability • Ability for DuPont to capture more share due to our combination of content, approach and owner-operator experience

  22. PSM/ORM Industry Potential & Development Hi O&G Healthcare Relative Mkt Attractiveness Phase I Development Utilities Rail/Mass Trans Metals Processing Phase II Food Chemicals Mining (sub-s) Mining (open) Hospitality Lo Lo Hi Relative Business Strength

  23. 4 Target Industries with significant operational risk from PSM-type incidents

  24. Target Market Segments

  25. Segment Strategic Intent and Goals

  26. PSM Marketing Plan Overview • Recap of PSM Strategy Statement (and Key Messages) • Situation Analysis (Market Drivers and Competitive Dynamics) • Offering Description and Positioning • Customer Segment Overview and Strategies Review • Key Issues • Marketing Objectives and Tactics

  27. Key Market Issues • Lack of awareness that we have an offering in this area • DuPont's comprehensive approach is viewed as a lack of understanding of the client’s unique situation • Need to adapt our approach to the industry and client strategy (where the client is in the journey) • Most Customers lack the resources to integrate a “DuPont approach” • Need to start with most urgent needs • Perceived to have missed an opportunity after the BP Texas City incident • ...many companies came forward with their capabilities to help prevent incidents in future, DuPont was noticeably absent • Different business challenge in process- (Chemicals, O&G) vs. non-process (Transit) industries • In regulated industries, PSM is an established discipline, so our goal is to establish awareness of DSS as a player • In non-regulated industries, there is no established discipline, so our goal is to first create awareness about “low frequency, high impact” incidents and at the same time, position DSS as a player

  28. PSM Marketing Plan Overview • Recap of PSM Strategy Statement (and Key Messages) • Situation Analysis (Market Drivers and Competitive Dynamics) • Offering Description and Positioning • Customer Segment Overview and Strategies Review • Key Issues • Marketing Objectives and Tactics

  29. PSM Objectives/Marketing Strategies & Tactics Objectives Strategies Tactics • Attain $73 mn in annual revenue by 2014 • Establish DSS as a Thought Leader in PSM/ORM Create awareness of PSM/ORM Offering • Print advertisements & articles in Trade Publications • Online content (DSS Website) • Search Engine Optimization • Presence at events Develop market through client involvement and education • Speaking Engagements • White papers • Workshops • Case Studies Position offering as flexible and adaptable to specific segment and client needs • Create global message platform • Develop collateral • Develop high interest offerings • Create sales tools Support growth in new industry segments and regions • Develop Industry specific messaging • Apply needs based segmentation • Support regional execution • Gather regional insights