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COMMERCIAL INTERACTION ROUTINE MANUAL

This confidential commercial interaction routine manual outlines the prioritized tasks and strategies for achieving leadership aspirations, accelerating volume growth, upgrading commercial capabilities, and ensuring cross-pollination of best practices. It also details the interaction routines for corporate account management, market research, pricing processes, branding, and transformation acceleration.

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COMMERCIAL INTERACTION ROUTINE MANUAL

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  1. STATUS: 19 MAY 2008 CONFIDENTIAL COMMERCIAL INTERACTION ROUTINE MANUAL Version 1.11

  2. INTERACTION ROUTINES HAVE BEEN DETAILED FOR PRIORITISED COMMERCIAL TASKS • Initialpriorities 1 3 • Leadership aspirations and conviction • Capability building and actions • Capturing increased share of wallet by accelerating volume growth • Delivering on the integrated promise • Upgrading commercial capabilities F • Ensuring cross-pollination of best practices 2 • Commercial enabling elements • Corporate account management and development A 4 • Mindsets and behaviours D • Market research • Pricing processes and tools • Group-level optimisation (e.g., profitability) • Collaborative culture across ODs and with centre • Speeding up commercial decision making – ensuring commercial has a voice in Group decision making B • Establish corporate contracting standards C • Branding – corporate communications around large events E • Further alignment needs • Branding • Advertising • Corporate strategy 5 • Transformation acceleration • Clear mandates/roles and interaction routines/protocols between GC and ODs (including single point of contact for customer) as well as relevant corporate stakeholders Source: Commercial GM Workshop, March 5/6, 2008

  3. INTERACTION ROUTINES HAVE BEEN DEVELOPED IN CLOSE COLLABORATION WITH COMMERCIAL GMS • Suggested approach for detailing interaction routines • Overall idea • Key steps and timeline • ‘Champions’ assigned to individual tasks • Corporate account management (Karl) • Pricing processes and tools (Ravi) • Establish corporate contracting standards (Lauriette) • Market research (Nosipho) • Branding – corporate communications around large events (Thoba) • Interaction blueprint circulated up front • Discussion focused on critical tasks • Identification of immediate next steps and concrete actions • Preparation of ‘straw-mans’ as discussion starter by team • Discussion with GMs on • ‘Championed task’ • Other areas of concern • Update of interaction routines with GM feedback by team • Distribution of interaction blueprint manual to GMs and GC as pre-read • GMs and GC to highlight critical areas for individual tasks • Discussion of critical elements led by individual ‘champions’* • Discussion of examples and best practices • Finalisation and alignment on routines • 17-20 Mar • 25 Mar-4 Apr • 8 Apr • 11 Apr * Corporate account management, researching white space opportunities, marketing and sales processes/tools, capability building; other 2 key tasks (corporate marketing standards and corporate communications) to be discussed in subsequent session Source: Team

  4. Plan account • Execute plan • Review account • Strategic • Transactional/day-to-day • Reinforce account management through relationships ACCOUNT MANAGEMENT COMPRISES SEVERAL CRITICAL TASKS A • Main tasks II III I b a IV • Sub-tasks I IIa IIb III IV • Develop and align integrated key account plans* • Conceptuali-sation of deals • Negotiations • Implementation of operational improvement levers • Ramp-up of targeted volume growth • Strategic crisis management • Day-to-day account management (CRM) • Day-to-day customer service • Proactive crisis management • Internal performance reviews (monthly/quarterly) • Customer satisfaction review (annually) • Manage formal relationships • Top management • Transactional • Day-to-day customer service • Direct marketing * Including volume growth, pricing, operational improvements Source: Team analysis

  5. TRANSNET‘s CUSTOMERS CAN BE GROUPED BASED ON NATURE OF THEIR INTERACTION WITH TRANSNET AND THEIR SIZE A • Detailed on following pages • Strategic customers • (large accounts) • Non-strategic customers (smaller accounts) • "Big & complex" • (e.g., Bidvest) • "Corporate Accounts" • (e.g., Anglo) • "Business as usual" • (e.g., Harmony) • "Big@one" • (e.g., ESKOM) • "Rising stars" • (e.g., UMK) • Customer group • Nature of Transnet interaction • Intensive single OD customer relationship • Intensive single OD customer relationship • Partner/competitor relationship with other OD(s) • Intensive multi-OD customer relationships • Smaller account with potential to become strategic customer (e.g., through expansion plan) • Regular relationship with OD(s) • Role of Group Commercial • Provide support to ODs in dealing with major account issues • Coordinate across Transnet and provide integrated view to aid in building multi-OD customer relationships • Execute integrated corporate account management • Assist in building deep strategic relationships • Ensure top management attention • Support in crisis management Source: Team analysis

  6. Role • Group commercial • Other • Interaction routines • Enabler • Sub tasks • OD • Develop integrated key account plans • Synthesize strategic context • Lead responsible • Group strategy input • GC to synthesize competitive/market intelligence from Group Strategy with regards to implications for account • Reports from Group Strategy • Identify 3-4 strategic account objectives • Joint responsible • Joint re-sponsible • – • GC and ODs to discuss strategic context and to determine 3-4 strategic account objectives • CAT** • Develop and dis-seminate account planning method-ology (incl. pricing) • Lead responsible • – • – • GC to provide methodology/template to ODs to develop key account plans* • GC to set-up account planning timetable/process • Joint methodology/ templates • Prepare account plans in ODs (incl. pricing) • Consulted • Lead re-sponsible • Operations in ODs – sign-off • ODs to provide input into account plans considering 3-4 strategic priorities and GC methodology • GC to coach and to role model • ODs to obtain sign-off from Operations • Account planning capability building • Joint commercial and operations sign-off in ODs • Consolidate account plans (incl. pricing) • Lead responsible • Consulted • Operations – sign-off • GC to consolidate individual account plans from ODs and to cross-align between ODs • ODs to support consolidation • GC to obtain sign-off from Operations • Joint commercial end operations sign-offs • Feedback with group strategy • Align (parts of) account plan with customer • Lead responsible • Lead responsible • – • – • – • – • GC to provide feedback to group strategy on strategic information/reports provided • GC to discuss account plan with customer top management (i.e., head of logistics, head of procurement, CE) • Regular meetings, feedback form • Top management relationships A- CORPORATE ACCOUNT MANAGEMENT – PLAN ACCOUNT * Including volume growth, pricing, operational improvements ** Corporate account team i.e., corporate account director, key account managers Source: Team

  7. Role • Group commercial • Other • Interaction routines • Enabler • Sub tasks • OD • Conceptualisation of deals/individual transactions • GC to align on deal outline with customer and relevant Transnet stakeholders • Scoping of deal • Lead responsibility • Consulted • Group Finance, Group Legal, operations, Risk, etc – consulted • memorandum of understanding • Workplan • Establishing team and working rhythm • Developing workplan for detailing deal • Lead responsibility • Lead responsibility • . . . • Input • . . . • . . . • GC to develop workplan • GC to identify key stakeholders and resource requirements • GC to establish working mode/interaction structure • Team organisation • Meeting schedule • Workplan • Detailing of deal* • Lead responsibility • Input • Group Finance, Group Legal, operations, Risk, etc – input • Key stakeholders to prepare deal components • GC to consolidate and coordinate A-IIa CORPORATE ACCOUNT MANAGEMENT – STRATEGIC PLAN EXECUTION (1 OF 5) * Including commercial arrangements, contracting terms, financial implications, service-level agreements, infrastructure implications Source: Team

  8. Role • Identify negotiation objectives based on integrated account plan • Lead responsibility • Consulted • – • GC lead responsible for integrated account plan • GC to break account plan down to immediate negotiation objectives • ODs to provide feedback in corporate account team sessions • Integrated corporate account plan • Identify most effective value levers* • Joint responsibility • Joint responsibility • – • ODs to suggest value creation levers • GC to consolidate and integrate with overarching value-creation opportunities • GC to coach ODs • Negotiation preparation training and methodology • Develop negotiation package • Lead responsibility • Consulted responsibility • – • GC to draft negotiation package • ODs to provide feedback • Negotiation preparation training and methodology • Prepare negotiation tactics • Lead responsibility • Consulted • – • GC to draft overall tactics (i.e., who goes to which meetings) • OD to give feedback based on specific knowledge of customer actors • Mentors and coaches • Prepare for negotiation meetings • Joint responsibility • Joint responsibility • – • OD to give feedback based on specific knowledge of customer actors • Role playing • Align top management messages • Lead responsibility • – • – • GC to develop top management message and to inform all relevant stakeholders across ODs/group • Storyline • Execute negotiation plan • Lead responsibility • – • GCE/COO support** • GC responsible for executing overall negotiation plan • ODs to be involved according to overall plan, incl. initial meetings • GC to coach ODs during negotiation process • Mentors and coaches • Senior mgmt. for de-blocking A-IIa CORPORATE ACCOUNT MANAGEMENT – STRATEGIC PLAN EXECUTION (2 OF 5) • Group commercial • Sub tasks • OD • Other • Interaction routines • Enabler • Negotiate contracts with customers • Lead responsibility • – • – • Develop negotiation preparation and execution calendar • Lead responsibility • – • – • GC to develop calendar and to share with ODs • Best practice negotiation calendar * Including volume, revenue, cost savings ** If required Source: Team

  9. Role • Implementation of operational improvement levels • Lead responsibility • – • – • Develop action plans for identified improvement levers • Joint responsibility • Joint re-sponsibility • Operations input/ consultation • GC to provide template • ODs to develop single OD plans • GC to develop multi-OD plans and to have final say on plan • GC to coach ODs • Integrated account plan • Identify cross-functional owners for implementing levers in corridors • Lead responsibility • – • – • Depends on individual level and function/corridors involved • CopCos • OnCos (for cross-corridor flow) • Input action plan/expected impact into tracking tool • Joint responsibility • Joint re-sponsibility • – • GC to own tracking tool • ODs to enter single-ODs, actions/ GC to enter multi-OD action • GC to coach and control quality • Action and impact tracking tool • CopCos (including Capital projects) • Implement levers • Informed • Informed • CopCos – impleme-ntation • GC representation on CopCos • GC to update activity/impact status • . . . • Monitor progress and impact • Lead responsibility • – • – • Monthly reports on action/impact progress discussed in CopCos • Action and impact tracking tool • Update customer on achievements • Lead responsibility • – • – • GC to outline communication approach and to identify communication opportunities • GC and ODs to communicate jointly • . . . A-IIa CORPORATE ACCOUNT MANAGEMENT – STRATEGIC PLAN EXECUTION (3 OF 5) • Group commercial • Sub tasks • Other • Interaction routines • Enabler • OD Source: Team

  10. Role • Ramp-up of targeted volume growth • Lead responsibility • – • – • Develop action plans for identified growth opportunities • Joint responsibility • Joint re-sponsibility • Operations –input/ consultation • GC to provide template • ODs to develop single OD plans • GC to develop multi OD plans • GC to coach ODs • Integrated account plan • Identify cross-functional owners for ramping up flows in corridor • Lead responsibility • – • – • Tbd • CopCos • OpCos* • Input action plan/expected impact into tracking tool • Joint responsibility • Joint re-sponsibility • – • GC to own tracking tool • ODs to enter single-OD, actions/GC to enter multi-OD action • GC to coach and control quality • Action and impact tracking tool • CopCos (including Capital projects) • Ramp-up flows • Informed • Informed • CopCos/OpCos* impleme-ntation • GC representation on CopCos/OpCos* • GC to update activity/impact status • – • Monitor progress and impact • Lead responsibility • – • – • Monthly reports on action/impact progress discussed in CopCos • Action and impact tracking tool • Update customer on achievements • Lead responsibility • – • – • GC to outline communication approach and to identify communication opportunities • GC and ODs to communicate jointly • . . . A-IIa CORPORATE ACCOUNT MANAGEMENT – STRATEGIC PLAN EXECUTION (4 OF 5) • Group commercial • Sub tasks • Other • Interaction routines • Enabler • OD • – • – • – • – • Integrated account plan; customer demand • Determine targeted volume ramp-up * For cross-corridor flows Source: Team

  11. Role • Strategic crisis management • Lead responsibility • – • – • Clarify/understand corporate account crisis • Lead responsibility • – • GCE/COD – revert to GC • Strategic crisis to be directed to GC • GC to establish top-management contact • GC to prepare issue briefings • Issue briefings • Develop response strategy • Lead responsibility • Consulted* • GCE/COO-informed* • GC to outline response strategy and align with ODs/GCE/COO if required • – • Prepare response • Lead responsibility • Input re-sponsibility • – • GC to develop response • ODs to provide input • Central repository of past responses • Share response with corporate account • Lead responsibility • Informed • GCE/COO informed • GC to share response with customer top- management contact • . . . • Debrief on crisis management/next steps • Lead responsibility • Informed • GCE/COO informed • GC to update all key stakeholders on outcome of crisis management including, learnings and next steps) • Issue debrief • Central repository of past responses A-IIa CORPORATE ACCOUNT MANAGEMENT – STRATEGIC PLAN EXECUTION (5 OF 5) • Group commercial • Sub tasks • Other • Interaction routines • Enabler • OD * If required Source: Team

  12. Role • Day-to-day account management (CRM) • None • – • – • . . . • Plan yearly/monthly/ weekly non-strategic account interaction • None • Lead re-sponsibility • ODs to enter planned activities in joint CRM tool • GC to coach OD on best practices, e.g., time allocation, contact frequency, contact points • Integrated CRM tool • Administer account • None • Lead re-sponsibility • – • GC as mentor to ODs • Coaching techniques, e.g., job shadowing • Provide day-to-day customer contact and support • None • Lead • – • – • – A-IIb CORPORATE ACCOUNT MANAGEMENT – TRANSACTIONAL PLAN EXECUTION (1 OF 3) • Group commercial • Other • Interaction routines • Enabler • Sub tasks • OD Source: Team

  13. Role • Day-to-day customer service • None • Lead re-sponsibility • - • - • Accepting customer orders • None • Lead re-sponsibility • - • - • Monitoring and tracking customer orders • None • Lead re-sponsibility • – • - • - • Managing deviation • Transparency on inter-OD process flows • Answering day-to-day customer requests • None • None • None • Lead re-sponsibility • Lead re-sponsibility • Lead re-sponsibility • – • – • – • – • – • – • – • – • – A-IIb CORPORATE ACCOUNT MANAGEMENT – TRANSACTIONAL PLAN EXECUTION (2 OF 3) • Group commercial • Sub tasks • Other • Interaction routines • Enabler • OD * Including volume growth, pricing, operational improvements ** If required Source: Team

  14. Role • Proactive crisis management • Consulted • Lead re-sponsibility • - • - • . . . • Internally alert of severe service crisis proactively • Informed • Lead re-sponsibility • GCE/COD – informed • ODs and GC to agree on proactive escalation thresholds • OD to proactively alert GC and other key stakeholders of a service crisis that surpasses the agreed threshold • Escalation levels • Issue briefings • Clarify/understand account service crisis • Informed • Lead re-sponsibility • GCE/COD – revert to OD • Service crisis to be directed to OD • OD to establish customer contact • OD to prepare issue briefings • Issue briefings • Debrief on crisis management/next steps • Prepare response • Share response with corporate account • Informed • Informed • Informed • Lead re-sponsibility • Lead re-sponsibility • Lead re-sponsibility • – • GCE/COO informed • GCE/COO informed* • OD to update all key stakeholders on outcome of crisis management including, learnings and next steps) • OD to develop response • GC to provide input • OD to share response with customer contact • . . . • Issue debrief • Central repository of past responses • Central repository of past responses • Develop response strategy • Consulted • Lead re-sponsibility • GCE/COO-informed* • OD to outline response strategy and align with GC/GCE/COO if required • – A-IIb CORPORATE ACCOUNT MANAGEMENT – TRANSACTIONAL PLAN EXECUTION (3 OF 3) • Group commercial • Other • Interaction routines • Enabler • Sub tasks • OD * If required Source: Team

  15. Role • Consolidate monthly/ quarterly performance • Lead responsibility • Input • - • ODs to submit monthly/quarterly account performance to GC in agreed format • GC to consolidate information to create overall account perspective • Reporting templates • Agreed reporting methodology • Synthesise key performance gaps • Lead responsibility • - • - • GC to synthesise key performance gaps • E.g., traffic light system • Follow-up on agreed counter measures • Lead responsibility • Joint responsibility • - • Joint responsi-bility • – • - • ODs to update GC on action status • GC to lead action tracking discussion in upcoming review meetings • ODs and GC to hold regular performance dialogues with account executives • Action list and tracking system • Shared KPIs • Hold performance dialogues with individual account executives • Hold performance review • Lead responsibility • - • - • GC to lead review discussion – based on performance gaps • Corporate account team meeting • Quarterly account reviews A-III CORPORATE ACCOUNT MANAGEMENT – REVIEW ACCOUNT (1 OF 2) • Group commercial • Sub tasks • Other • Interaction routines • Enabler • OD • Monthly/quarterly performance reviews • Lead responsibility • - • - Source: Team

  16. Role • Determine customer satisfaction baseline for corporate accounts • Lead responsibility • - • - • GC to conduct customer satisfaction with corporate accounts* • GC to synthesise requests* • GC to share with ODs and other key stakeholders • Customer satisfaction survey • Identify improvement levers • Set customer satisfaction targets • Lead responsibility • Joint responsibility • Joint responsi-bility • - • – • Group strategy – input • GC to set customer satisfaction targets together with ODs and Group • GC and OD to identify improvement levers in joint meetings • - • - • Integration of improvement levers into overall account plan • Review of customer satisfaction • Lead responsibility • Joint responsibility • - • Joint responsi-bility • - • - • GC to regularly (e.g., annually) re-assess customer satisfaction* • GC to synthesise developments* • GC to start with ODs and other key stakeholders • ODs to integrate single-OD actions in OD plan • GC to ensure that multi-OD improvement levers are integrated in overall account plan • Customer satisfaction survey • Integrated key account plan A-III CORPORATE ACCOUNT MANAGEMENT – REVIEW ACCOUNT (2 OF 2) • Group commercial • Other • Interaction routines • Enabler • Sub tasks • OD • - • Customer satisfaction review • Lead responsibility • - • - • - • Develop customer satisfaction measurement methodology • Lead responsibility • Input • - • GC to develop measurement methodology based on best practice* • GC to get input on content and approach from ODs • Customer satisfaction methodology measurement * Potentially provided by external partner Source: Team

  17. Role • Top management • Lead responsibility • Informed • All - respecting routines • GC to be primary contract for account top management* • GC to involve CEs of ODs as required • Agreed contact routines • Transactional • – • Lead responsi-bility • – • ODs to be primary contact for day-to-day transactions with, e.g., plant managers • Agreed contact routines • Day-to-day customer service • – • Lead responsi-bility • – • ODs to be primary contact for customer service relationships • Agreed contact routines • Identification of opportunities/ development of plant • Joint responsibility • Joint responsi-bility • Corporate & Public Affairs • GC and ODs to jointly identify and assign direct marketing opportunities • CRM tool • Execution of plan • Joint responsibility • Joint responsi-bility • – • Assigned stakeholder to execute direct marketing plan • CRM tool A-IV CORPORATE ACCOUNT MANAGEMENT – REINFORCE THROUGH RELATIONSHIPS • Group commercial • Sub tasks • Other • Interaction routines • Enabler • OD • Manage formal relationships • Direct marketing * E.g., CE, Head of Logistics, Head of Purchasing Source: Team

  18. TRANSNET‘s CUSTOMERS CAN BE GROUPED BASED ON NATURE OF THEIR INTERACTION WITH TRANSNET AND THEIR SIZE A • Detailed on following pages • Strategic customers • (large accounts) • Non-strategic customers (smaller accounts) • "Big & complex" • (e.g., Bidvest) • "Corporate Accounts" • (e.g., Anglo) • "Business as usual" • (e.g., Harmony) • "Big@one" • (e.g., ESKOM) • "Rising stars" • (e.g., UMK) • Customer group • Nature of Transnet interaction • Intensive single OD customer relationship • Intensive single OD customer relationship • Partner/competitor relationship with other OD(s) • Intensive multi-OD customer relationships • Smaller account with potential to become strategic customer (e.g., through expansion plan) • Regular relationship with OD(s) • Role of Group Commercial • Provide support to ODs in dealing with major account issues • Coordinate across Transnet and provide integrated view to aid in building multi-OD customer relationships • Execute integrated corporate account management • Assist in building deep strategic relationships • Ensure top management attention • Support in crisis management Source: Team analysis

  19. TRANSNET‘s CUSTOMERS CAN BE GROUPED BASED ON NATURE OF THEIR INTERACTION WITH TRANSNET AND THEIR SIZE A • GC’s role along Account Management Process • Strategic customers • (large accounts) • Non-strategic customers (smaller accounts) • "Big & complex" • (e.g., Bidvest) • "Corporate Accounts" • (e.g., Anglo) • "Business as usual" • (e.g., Harmony) • "Big@one" • (e.g., ESKOM) • "Rising stars" • (e.g., UMK) • Customer group I • Planning • Strategic execution • Strategic crisis mgmt • Day-to-day execution • Reviewing • Relationship building • – Consulted Informed – • – Informed Informed – • Consulted Consulted Informed Informed • Routines • already • –– defined –– • –––– • Informed Consulted Consulted – IIa IIb III IV Source: Team analysis

  20. Role • Develop and dis-seminate account planning method-ology (incl. pricing) • - • Lead responsible • – • - • Joint methodology/ templates • Prepare account plans in ODs (incl. pricing) • Consulted • Lead re-sponsible • Operations in ODs – sign-off • ODs to provide input into account plans considering 3-4 strategic priorities and GC methodology • GC to coach and to role model • ODs to obtain sign-off from Operations • Account planning capability building • Joint commercial and operations sign-off in ODs • Align (parts of) account plan with customer • Informed • Lead responsible • – • GC to discuss account plan with customer top management (i.e., head of logistics, head of procurement, CE) • Top management relationships A-I "BIG&COMPLEX” ACCOUNT MANAGEMENT – PLAN ACCOUNT – GC CONSULTED • Group commercial • Other • Interaction routines • Enabler • Sub tasks • OD • Develop integrated key account plans • Synthesize strategic context • Consulted • Lead responsible • Group strategy input • OD to synthesize competitive/market intelligence from Group Strategy with regards to implications for account • Reports from Group Strategy • Identify 3-4 strategic account objectives • Consulted • Lead responsible • – • ODs to provide strategic context and to determine 3-4 strategic account objectives, GC to provide integrated perspective • - Source: Team

  21. Role • Develop and dis-seminate account planning method-ology (incl. pricing) • - • Lead responsible • – • - • Joint methodology/ templates • Prepare account plans in ODs (incl. pricing) • Informed • Lead re-sponsible • Operations in ODs – sign-off • ODs to provide input into account plans considering 3-4 strategic priorities and GC methodology • GC to coach and to role model • ODs to obtain sign-off from Operations • Account planning capability building • Joint commercial and operations sign-off in ODs • Align (parts of) account plan with customer • Informed • Lead responsible • – • GC to discuss account plan with customer top management (i.e., head of logistics, head of procurement, CE) • Top management relationships A-I "RISING STARS" ACCOUNT MANAGEMENT– PLAN ACCOUNT – GC INFORMED • Group commercial • Other • Interaction routines • Enabler • Sub tasks • OD • Develop integrated key account plans • Synthesize strategic context • - • Lead responsible • Group strategy input • OD to synthesize competitive/market intelligence from Group Strategy with regards to implications for account • Reports from Group Strategy • Identify 3-4 strategic account objectives • Informed • Lead responsible • – • ODs to provide strategic context and to determine 3-4 strategic account objectives, GC to provide integrated perspective • - Source: Team

  22. Role • OD to align on deal outline with customer and relevant Transnet stakeholders • Scoping of deal • Informed • Lead responsibility • Group Finance, Group Legal, operations, Risk, etc – consulted • memorandum of understanding • Workplan • Developing workplan for detailing deal • Establishing team and working rhythm • - • - • Lead responsibility • Lead responsibility • . . . • . . . • OD to develop workplan • OD to identify key stakeholders and resource requirements • OD to establish working mode/interaction structure • Team organisation • Meeting schedule • Workplan • Detailing of deal* • Informed • Lead responsibility • Group Finance, Group Legal, operations, Risk, etc – input • Key stakeholders to prepare deal components • GC to consolidate and coordinate A-IIa "BIG&COMPLEX“ ACCOUNT MANAGEMENT– STRATEGIC PLAN EXECUTION (1 OF 5) - GC INFORMED • Group commercial • Other • Interaction routines • Enabler • Sub tasks • OD • Conceptualisation of deals/individual transactions * Including commercial arrangements, contracting terms, financial implications, service-level agreements, infrastructure implications Source: Team

  23. Role • Identify most effective value levers* • - • Lead responsibility • – • Negotiation preparation training and methodology • Develop negotiation package • - • Lead responsibility • – • Negotiation preparation training and methodology • Prepare negotiation tactics • - • Lead responsibility • – • Mentors and coaches • Prepare for negotiation meetings • - • Lead responsibility • – • Align top management messages • Informed • – • – • OD to develop top management message and to inform GC • Storyline • Execute negotiation plan • Informed • Lead responsibility • GCE/COO support** • ODs responsible for executing overall negotiation plan • ODs to update GC on progress, GC to provide feedback to ensure integrated perspective A-IIa "BIG&COMPLEX“ ACCOUNT MANAGEMENT– STRATEGIC PLAN EXECUTION (2 OF 5) - GC INFORMED • Group commercial • Sub tasks • OD • Other • Interaction routines • Enabler • Negotiate contracts with customers • Informed • Lead responsibility • – • Develop negotiation preparation and execution calendar • - • Lead responsibility • – • Best practice negotiation calendar • Identify negotiation objectives based on integrated account plan • Informed • Lead responsibility • – • GC to provide feedback in corporate account team sessions to ensure integrated perspective • Integrated corporate account plan * Including volume, revenue, cost savings ** If required Source: Team

  24. A-IIa "BIG&COMPLEX“ ACCOUNT MANAGEMENT– STRATEGIC PLAN EXECUTION (3 OF 5) - GC INFORMED • Role • Group commercial • Sub tasks • Other • Interaction routines • Enabler • OD • Implementation of operational improvement levels • - • Lead responsibility • – • Develop action plans for identified improvement levers • - • Lead responsibility • Operations input/ consultation • OD to provide template and develop plans • ODs to align with operations • Integrated account plan • Identify cross-functional owners for implementing levers in corridors • - • Lead responsibility • – • Depends on individual level and function/corridors involved • CopCos • OnCos (for cross-corridor flow) • Input action plan/expected impact into tracking tool • - • Lead responsibility • – • Action and impact tracking tool • CopCos (including Capital projects) • Implement levers • - • Informed • CopCos – impleme-ntation • CopCos to update activity/impact status • . . . • Monitor progress and impact • - • Lead responsibility • – • Monthly reports on action/impact progress discussed in CopCos • Action and impact tracking tool • Update customer on achievements • - • Lead responsibility • – • . . . Source: Team

  25. A-IIa "BIG&COMPLEX“ ACCOUNT MANAGEMENT – STRATEGIC PLAN EXECUTION (4 OF 5) - GC INFORMED • Role • Group commercial • Sub tasks • Other • Interaction routines • Enabler • OD • Ramp-up of targeted volume growth • - • Lead responsibility • – • – • – • – • – • Integrated account plan; customer demand • Determine targeted volume ramp-up • Develop action plans for identified growth opportunities • - • Lead responsibility • Operations –input/ consultation • OD to provide template and develop plans • ODs to align with operations • Integrated account plan • Identify cross-functional owners for ramping up flows in corridor • - • Lead responsibility • – • Tbd • CopCos • OpCos* • Input action plan/expected impact into tracking tool • - • Lead responsibility • – • Action and impact tracking tool • CopCos (including Capital projects) • Ramp-up flows • - • Informed • CopCos/OpCos* impleme-ntation • CopCos to update activity/impact status • – • Monitor progress and impact • - • Lead responsibility • – • Monthly reports on action/impact progress discussed in CopCos • Action and impact tracking tool • Update customer on achievements • - • Lead responsibility • – • . . . * For cross-corridor flows Source: Team

  26. A-IIa "BIG@ONE" AND "BIG&COMPLEX" ACCOUNT MANAGEMENT – STRATEGIC PLAN EXECUTION (5 OF 5) - GC CONSULTED • Role • Group commercial • Sub tasks • Other • Interaction routines • Enabler • OD • Strategic crisis management • Consulted • Lead responsibility • – • Clarify/understand corporate account crisis • Consulted • Lead responsibility • Strategic crisis to be directed to OD • GC to establish top-management contact • OD to prepare issue briefings and share with GC • Issue briefings • Develop response strategy • - • Lead responsibility • – • Prepare response • Informed • Lead responsibility • – • ODs to develop response strategy • ODs to share response strategy with GC • Central repository of past responses • Share response with corporate account • Consulted • Lead responsibility • - • GC briefed by OD for top-management meeting • OD/GC to share response with customer top- management contact • . . . • Debrief on crisis management/next steps • Informed • Lead responsibility • - • OD to update all key stakeholders on outcome of crisis management including, learnings and next steps) • Issue debrief • Central repository of past responses Source: Team

  27. A-IIa "RISING STARS" AND "BUSINESS AS USUAL" ACCOUNT MANAGEMENT – STRATEGIC PLAN EXECUTION (5 OF 5) - GC INFORMED • Role • Group commercial • Sub tasks • Other • Interaction routines • Enabler • OD • Strategic crisis management • Informed • Lead responsibility • – • Clarify/understand corporate account crisis • Informed • Lead responsibility • Strategic crisis to be directed to OD • OD to establish top-management contact • OD to prepare issue briefings and share with GC • Issue briefings • Develop response strategy • - • Lead responsibility • – • Prepare response • - • Lead responsibility • – • Central repository of past responses • Share response with corporate account • Informed • Lead responsibility • - • OD to share response with customer top- management contact • . . . • Debrief on crisis management/next steps • Informed • Lead responsibility • - • OD to update all key stakeholders on outcome of crisis management including, learnings and next steps) • Issue debrief • Central repository of past responses Source: Team

  28. Role • (Top) management • Consulted • Lead responsibility • All - respecting routines • ODs to inform GC on (top) management meetings • ODs to prepare (top) management meeting briefings • GC to participate in (top) management meetings • Agreed contact routines • Transactional • – • Lead responsi-bility • – • ODs to be primary contact for day-to-day transactions with, e.g., plant managers • Agreed contact routines • Day-to-day customer service • – • Lead responsi-bility • – • ODs to be primary contact for customer service relationships • Agreed contact routines • Identification of opportunities/ development of plant • - • Lead responsi-bility • Corporate & Public Affairs • CRM tool • Execution of plan • - • Lead responsi-bility • – • CRM tool A-IV "BIG&COMPLEX" ACCOUNT MANAGEMENT – REINFORCE THROUGH RELATIONSHIPS – GC CONSULTED • Group commercial • Sub tasks • Other • Interaction routines • Enabler • OD • Manage formal relationships • Direct marketing * E.g., CE, Head of Logistics, Head of Purchasing Source: Team

  29. Role • (Top) management • Informed • Lead responsibility • All - respecting routines • ODs to inform GC on (top) management meetings • ODs to prepare (top) management meeting briefings • GC to participate in (top) management meetings (if required by GC) • ODs to update GC on (top) management meetings without GC participation • Agreed contact routines • Transactional • – • Lead responsi-bility • – • ODs to be primary contact for day-to-day transactions with, e.g., plant managers • Agreed contact routines • Day-to-day customer service • – • Lead responsi-bility • – • ODs to be primary contact for customer service relationships • Agreed contact routines • Identification of opportunities/ development of plant • - • Lead responsi-bility • Corporate & Public Affairs • CRM tool • Execution of plan • - • Lead responsi-bility • – • CRM tool A-IV "BIG@ONE" ACCOUNT MANAGEMENT – REINFORCE THROUGH RELATIONSHIPS – GC INFORMED • Group commercial • Sub tasks • Other • Interaction routines • Enabler • OD • Manage formal relationships • Direct marketing * E.g., CE, Head of Logistics, Head of Purchasing Source: Team

  30. Define pricing philosophy (e.g., competition intensity, customer ability to pay, incentivisation of asset utilisation, regulation) • Lead responsibility • Consulted • PPRU – input on overall regulatory strategy • GC to elaborate pricing philosophy and compile pricing paper • GC to update OD ExCo and Group Strategy • _ • Manage regulatory environment • Input • Input • GCE – lead • _ • Translate corporate pricing standards into a pricing strategy for corporate accounts (e.g., defining necessary cost advantage against competition, regulatory framework) • Lead responsibility • Input • PPRU – input • GC and ODs to develop corporate pricing strategy while taking into account the findings from market intelligence • GC/OD to update OD ExCos and Group Strategy • Customer, commodity and competitor reports • Define pricing strategy for corporate accounts reflecting commodities/ sector/corridor strategies • Lead responsibility • _ • _ • _ • _ • Track influential factors on pricing strategy over time (e.g., enhanced offers by competitors, new entrants; demand shifts, regulatory changes) and refine strategy when necessary • Joint responsibility • Joint responsibility • - • GC and OD to track influential factors on pricing strategy • Define OD-specific pricing strategy • Consulted • Lead • – • ODs to develop pricing strategic in line with Transnet pricing philosophy • _ • Align pricing strategies with corporate account plans • Lead responsibility • Input • - • GC to develop overall pricing strategy for corporate accounts and to align with ODs • _ • GC ensures consistency with overall pricing approach • Assure compliance of pricing strategy with legal terms and manage regulatory environment • Lead responsibility • Input • PPRU – input Group Legal - input • PPRU to brief GC on regulatory context • GC to provide pricing and legal standards to ODs and account directors B PRICING PROCESSES AND TOOLS (1 OF 2) • Role • Group commercial • Sub task • OD • Other • Interaction routines • Enabler • Establish corporate standards for pricing Source: Team

  31. Track adherence to pricing strategy over time and assure pricing consistency (within account and between competitor accounts) • Lead responsibility • _ • _ • GC to define KPIs for measurement of adher-ence to pricing strategy and consistency and in contracts; compile report about adherence and consistency; define corrective measures • Pricing standard KPI system • Analyse best-practice pricing processes across ODs and other companies • Lead responsibility • _ • _ • GC to consult and analyse ODs and other competitor best practices • _ • Design best practice pricing processes and coordinate rollout across ODs (e.g., customer interaction model, administration processes) • Lead responsibility • _ • _ • GC to design best-practice processes based on analysis and to roll the out across ODs • Best practice analysis • Train employees to understand and use new processes/tools • Joint responsibility • Joint responsibility • _ • GC to train employees unless training by ODs is more suitable • Training format design and material • Track processes and continuously improve them • Lead responsibility • _ • _ • GC to track adherence to best practice processes and to analyse them for further improvement potential • _ • Analyse tools employed across ODs and determine best practices • Lead responsibility • _ • _ • GC to consult and analyse ODs and other companies for best practices • _ • Define tool requirements (e.g., customer specific supply chain views) • Lead responsibility • Consulted • _ • GC to define tool requirements for OD specific environment • Best practice analysis • Coordinate tool development for selected pilot corporate accounts; train users • Joint responsibility • Joint responsibility • _ • GC and OD to adapt tools to OD specific environment and roll them out • Best practice tools • Continuously track requirements for tool updates; make adaptations • Lead responsibility • _ • _ • GC to continuously track use of tools and analyse them for improvement potential; make adaptations • _ B PRICING PROCESSES AND TOOLS (2 OF 2) • Role • Group commercial • Sub task • OD • Other • Interaction routines • Enabler • Design processes • Develop pricing tools Source: Team

  32. Define standards for legal terms • Lead responsibility • _ • Group Legal: review • GC to elaborate standard legal terms; design standard contracts and circulate them within organisation • _ • _ • Define standards for compliance with regulation • Lead responsibility • Input • Group Legal: Review • Public Policy Regulation unit – input • GC to define standards for compliance with regulation and compile report • PRELIMINARY • Consultation • Group Finance • GC to develop overall penalty mechanism • _ • _ • Group Legal – Review • GC to define standards for dispute resolution • _ • Establish risk manage-ment ground rules • Define service level agreement templates • Lead responsibility • Lead responsibility • _ • Input • Group Legal • Group risk – Input • GC to coordinate service level agreements between customers and ODs • GC to define standards for risk management rules • _ • _ • Consult ODs at customer- specific contract issues • Establish consistent payment mechanisms • Consultation • Lead responsibility • _ • _ • _ • Group Finance, Group Legal – input • GC to consult ODs at customer-specific contract issues • GC to define consistent payment mechanism • _ • _ • Define penalty mechanism • Establish dispute resolution guidelines • Lead responsibility • Lead responsibility C ESTABLISHING CORPORATE CONTRACTING STANDARDS • Role • Sub tasks • Group commercial • OD • Other • Interaction routines • Enabler • Establish corporate standards for contracting Source: Team

  33. 46 • Analysis of results and development of actions • Execution of actions and progress review • Definition of research agenda • Conduct of market research • Informed • Informed • Lead responsibility • Informed D MARKET RESEARCH • FOR DISCUSSION • Research topics • Roles • GC • Jointresponsibility • Jointresponsibility • Industry trends • Deep knowledge around commodities customers operates in and macroeconomic data • Joint responsibility • ODs • Group Strategy • Lead responsibility • Consulted • Informed • GC • Lead responsibility • Customer insights • Jointresponsibility • Jointresponsibility • Deep understanding about customer demands with reference to products/services • ODs • Strong involvement • Group Strategy • Consulted • Informed • Consulted • Informed • Competitor information • GC • Consulted • Informed • Joint responsibility • Jointresponsibility • Insights about competitors, their markets and current/future competitive conduct • Lead responsibility • Lead responsibility • ODs • Group Strategy • Consulted • Informed • Consulted • Consulted Source: Team

  34. Develop a communication strategy • Lead responsibility • _ • _ • _ • _ • Develop overall strategy for corporate image and brand identity • Lead responsibility • _ • _ • GC to develop strategy for Transnet image and brand identity • _ • Determine all relevant target groups for communication (e.g., customers, employees, investors, government) • Lead responsibility • _ • _ • GC to identify all relevant target groups for corporate communications • Brandstrategy paper • Choose suitable events to convey image to target groups; make a detailed communi-cation plan for events; implement • Lead responsibility • _ • _ • GC to identify suitable events for all target groups to elaborate detailed communication plan (message, channel, etc.) and implement • _ • Choose additional channels (e.g., brochures, newsletters, etc.); develop and implement communication plan • Lead responsibility • _ • _ • GC to identify suitable additional channels for all target groups and to elaborate detailed communication plan (message, channel, etc); and implement • Detailed communication plan E BRANDING – CORPORATE COMMUNI-CATIONS AROUND LARGE EVENTS • Role • Group commercial • Sub task • OD • Other • Interaction routines • Enabler • Design and implement a tailored communication strategy in suitable channels for all target groups Source: Team

  35. Analyse existing capabil-ities and building programmes in ODs and determine capability gaps • Joint responsibility • Joint responsibility • . . . • GC to design diagnosis to determine capabilities and programmes; ODs to carry out diagnosis; GC/ODs to determine capability gap • Identify key capability areas to meet transformation objectives; create vision around necessary M&S skills and develop programme • Lead responsibility • Consulted • Alignment with GHR and Vulindlela • GC and ODs to identify key areas on the basis of diagnosis; GC to develop programme with input from ODs • Build up capabilities in defined key areas through foundational training and apprenticeship with dedicated navigators • Support • Lead responsibility • Alignment with GHR and Vulindlela • Capability building to be implemented by ODs; development of navigators to be covered by GC • Track of progress against milestones, learning, behaviour and impact targets • Lead responsibility • Support • . . . • ODs to provide data and access for GC to commit progress controlling F COMMERCIAL CAPABILITY BUILDING • Role • Explanation • GC • ODs • Other • Interaction routines • Diagnose capabilities • Set objectives and build programme • Roll out programme • Determine impact Source: Team analysis

  36. BACKUP

  37. Role • Sub task • Identify unmet customer needs • Informed • – • GS with lead responsibility • GS to determine gaps between explored customer needs and customer offer • Compilation of report with results including ‘blank spaces’ • - • Create research agenda for ‘white space’ opportunities • Lead responsibility • – • GS agreement • GC to compose detailed list of research needs and objectives of research • Discuss research agenda in meeting with GS; agree on research outcomes • - • Generate and translate customer insights • Informed • – • GS with lead responsibility • – • – • Explore existing customers’ needs • Informed • Support in customer interviews • GS with lead responsibility • GS and ODs to lead detailed customer interviews • Compilation of report with results including logistics implications • - • Explore potential customers’ needs • Informed • – • GS with lead responsibility • GS to lead detailed interviews with potential customers • Compilation of reports with results including service offer implications • - • Investigate customer satisfaction • Informed • Support in customer interviews • GS with lead responsibility • GS and ODs to develop and carry out customer satisfaction survey • Compilation of report with results including implications • - • Identify customers’ decision making process and sourcing criteria • Informed • Support in customer interviews • GS with lead responsibility • GS and ODs carry out detailed customer interview • Compilation of reports with results including implications for customer service offer tailoring and customer interaction • - D MARKET RESEARCH (1 OF 6) • PRELIMINARY • Group commercial • Other • Interaction routines • Enabler • OD Source: Team

  38. Role • Sub task • Investigate customer supply chain • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • Compile report about customer supply chain (incl. e.g., sources of supply, customers and profits generated at supply chain stages) • - • Identify implications from customer insights • Lead responsibility • – • – • GC to compile report about implications for strategy development • - • Understand customer business and strategy • Informed • – • GS with lead responsibility • – • – • Explore customer financial and opera-tional performance • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • Compile report about customer per-formance including logistics implications • - D MARKET RESEARCH (2 OF 6) • PRELIMINARY • Group commercial • Other • Interaction routines • Enabler • OD • Explore customer strategy about mar-ket offer, potential moves within market (e.g., expansion/ contraction of vol-umes) or within sup-ply chain (e.g., for-ward/backward inte-gration) as well as potential cost initia-tives (e.g., reduction of logistics costs) • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • Compile report about customer strategy and logistics implications • - Source: Team

  39. Role • Sub task • Analyse potential competitor moves within current market (e.g., expansion/ contraction of volumes, entry/exit into segments, acquisitions/mergers/investments) • Identify customer competitor market (players, strategies, potential moves) • Informed • Informed • – • – • GS with lead responsibility • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to compile report about customer competition and implications for service offer • GS to investigate annual reports, press research, etc. • GS to compile report about potential competitor moves within current market and implications for customer strategy • - • - • Analyse potential competitor moves in supply chain (e.g., forward/backward integration, vertical joint ventures, long-term contracts with partners) • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to compile report about potential competitor moves in supply chain and implications for customer strategy • - • Identify implications of customer business and strategy • Lead responsibility • – • – • GC to compile report about implications for strategy development • - • Analyse competitor position and strategy • Informed • – • GS with lead responsibility • – • – • Analyse competitor market offer (price levels, volumes, products offered) • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to compile report about competitor market offer and implications for customer strategy • - D MARKET RESEARCH (3 OF 6) • PRELIMINARY • Group commercial • Other • Interaction routines • Enabler • OD Source: Team

  40. Role • Sub task • Analyse potential competitor initiatives to enhance cost position (logistics costs, organisational effectiveness, etc.) • Analyse commodity market • Informed • Informed • – • – • GS with lead responsibility • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to compile report about potential competitor initiatives to enhance cost position and implications for customer strategy • – • – • - • Identify implications/impact of competitor moves • Lead responsibility • – • GS with lead responsibility • GC to compile report about implications for strategy development • - • Map market players along supply chain • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • - • Estimate profits generated at supply chain stages • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • - • Analyse commodity demand • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • - • Analyse international demand patterns and size of relevant market • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • - D MARKET RESEARCH (4 OF 6) • PRELIMINARY • Group commercial • Other • Interaction routines • Enabler • OD Source: Team

  41. Role • Sub task • Analyse international supply patterns and size of relevant supply market • Reveal growth drivers for commodity demand • Informed • Informed • – • – • GS with lead responsibility • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • - • - • Project changes in international demand and growth drivers; determine impact on demand in relevant market • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • Report about growth drivers • Project potential moves of market players (expansion/ contraction, new entrants/ consolidation, integration along supply chain, etc) • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • - • Investigate potential substitution goods for commodities and substitution risk • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • - • Analyse commodity supply • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • - D MARKET RESEARCH (5 OF 6) • PRELIMINARY • Group commercial • Other • Interaction routines • Enabler • OD Source: Team

  42. Role • Sub task • Product-specific research • Informed • – • GS with lead responsibility • – • – • Explore newest technological trends in logistics • Informed • – • GS with lead responsibility • GS to investigate and compile report including logistics implications • - • Investigate potential impact on service delivery • Informed • – • GS with lead responsibility • GS to investigate and compile report including logistics implications • - • Identify implications of product-specific trends • Lead responsibility • – • – • GC to compile report about implications for strategy development • - • Determine impact on supply in relevant market • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • - • Identify implications/impact for Transnet and Transnet customers • Lead responsibility • – • – • GC to compile report about implications for strategy development • - D MARKET RESEARCH (6 OF 6) • PRELIMINARY • Group commercial • Other • Interaction routines • Enabler • OD Source: Team

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