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(A)
A Strategic Transition
1
Overview of Case
CEO and President Bill Korn is under
pressure to return company to double digit
sales growth
Ambitious program centered on the HHC
Case deals with the background and the
development and implementation of HHC
Role of top management and top IT
e3xecutive in bringing about the HHC
Deals too with management of change
2
Points of Discussion
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Strategic Importance of HHC
F-L Competitive Environment in early ’80s
– Very service-oriented company
– 6 of F-L’s potato and corn chip brands among the top 50
selling dry grocery brands
– Geographical expansion had no where to go
– F-L’s attempts at new product introductions were only
marginally successful
– Lower inflation in ’81 provided for less pricing freedom
– National competitors, e.g., P&G, Borden, began to make
inroads in F-L’s territory
– Single digit sales growth
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Strategic Importance of HHC
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Korn’s Strategy to Respond
Product
– Increase from 100 at time of (A) case to
400+ by 1990
– Increased dependence on smaller share
($20-30 million brands, local brands versus
$100 million national brands)
– Shortened product lifecycle
6
Korn’s Strategy to Respond
Market
– Segmentation of sales force to increase
share in supermarkets and “UADTS” accts
• UADTS represents 25% of F-L profits but 80%
of accounts
• F/L lacked information on this market segment
– Micromarketing v. broad, national market.
– Local versus national promotions
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Korn’s Strategy to Respond
Customers
– Provide customers with product profitability
info to encourage favorable assignment of
shelf space and neutralize increasing
customer power
In general, new competitive
environment and new strategic
initiatives required
8
Frito-Lay Strategic Management
Brand Mgmt-1985 Profit Planning-1990
10
Is HHC Critical to Achieve
Strategic Objectives?
HHC is important first step
As it stands at end of (A) case, HHC is best
thought of as a productivity tool for sales
force
Potential is there to use the HHC information.
Potential is unrealized without the design of
an extensive information infrastructure, also
called an information architecture.
11
Current Paper-Based System
HHC would replace manually-written sales
tickets and manually-prepared reports
– Time consuming and error prone
Errors → inaccurate reporting of sales
activities → influences the accuracy of data
used to develop production, pricing &
promotion strategies and sales force
commissions
Problems expected to increase; old scanner
technology no longer supported by IBM
12
Justifying the HHC Investment
Companies often have difficulties in justifying
technologies to increase individual
productivity and effectiveness
How much to implement this project?
– R&D ???
– Machinery per truck ($3k*10000) 30 mill.
– Data center upgrades 1.2 mil.
– Experienced professionals ($70k*45) 3 mil.
– Minicomputers for dist. Centers 15 mill
$50 million +++
13
Expected Benefits
Salespersons save 2 ½ hours per week.
– F-L believes this could be used to drive $20 million in
additional sales
Can F-L guarantee this figure?
– Geographic saturation
– Better understanding of markets (UADTS accounts and
micromarketing)
– Sales force must be committed to driving new sales or
to lower costs
– Working with stores for better shelf space
– Control accounting with sales force
– Correct ordering, especially with UADTS accts.
– Replace existing dated system
– Improved sales force attitude
14
Managing Risk- IS HHC A
High Risk Project???
Size
– Relative to other F-L projects, this is huge
Structure
– Pilot tests help to increase project structure
– But how to obtain business benefits unclear
– Impact of HHC on mgmt control systems, org.
structure, roles, other functions is not clear
– These tend toward a moderately structured project
15
Managing Risk- IS HHC A
High Risk Project???
Experience with technology
– HHC is relatively new technology at the
time
– HHC is VERY NEW technology to F-L
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How To Manage These Risks
Size
– Formal project management techniques
• Modularizing project
• Tracking project
• Scheduling
– Structure
• Involvement and leadership of sales force
– Technical expertise
• Strong IT leadership needed, given their lack of
experience
• Examine other HHC-types of uses/companies
17
Implementation
Speed of implementation
– Evolution or revolution?
– Probably phased is better but do not drag
– 2 year completion – start slow and pick up speed
Where to start?
– Worst performing group?
– Small, out of the way group to minimize risk?
– Some “representative” group of employees, customers, etc.?
– “Best and brightest” to see how to achieve business
benefits?
• Well respected persons to train others
• Understand the HHC vision & be committed to it
18
Implementation
Leadership
– Business leadership is needed, given the
issues addressed already
– Technology leadership is needed, given
the issues addressed already
– Need for organizational redesign and
change leadership needed
19
Implementation
Training
– Turn loose and sink or swim
– Sales force still recovering from the
unpopular segmentation policy
– F-L used the “train the trainer” approach
– F-L focused on driving organizational
change from the middle
20
Summary
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Summary