03 March 2018

l

• Loader cranes

• Founded in Sweden in 1944

• Joined the group in 1985

• Key applications: delivery of building materials, industrial products, digging

• Forestry and recycling cranes

• Founded in Sweden in 1833

• Joined the group in 1978

• Key applications: forestry logging, heavy recycling

• Forestry cranes

• Founded in Finland in 1966

• Joined the group in 1988

• Key applications: forestry logging

• Truck mounted forklifts

• Founded in Ireland in 1945

• Joined the group in 2000

• Key applications: delivery of goods in a variety of industries including building, gas, agriculture, recycling and beverage

• Hooklifts and skiploaders

• Founded inFinland in 1949

• Joined the group in 1977

• Key applications: waste, recycling, construction, rescue, defence

• Tail lifts

• Founded in the UK in 1987

• Joined the group in 2008

• Key applications: local urban deliveries

• Tail lifts

• Founded in the USA in 1954

• Joined the group in 2000

• Key applications: local urban deliveries

• Tail lifts

• Founded in Sweden in the 1940s

• Joined the group in 2000

• Key applications: local urban deliveries

STRONG BRANDS ANSWERING CUSTOMER NEEDS

l

CUSTOMER SOLUTIONS

BUILDING MATERIALS

SPECIAL LOGISTICS

FIRE & RESCUE

AGRICULTURE

LANDSCAPING

GLOBAL PRESENCE

Hiab Sales & Services

network serving

> 100 markets globally

CUSTOM SOLUTIONS

MarineRail Wind

DIVERSE CUSTOMERS

Single Truck Owner Intl. Fleet Company

SOLUTIONS PROVIDER

Load handling equipment

Intelligent services

Connected solutions

CONSTRUCTION

WASTE MANAGEMENT

FORESTRY

DELIVERY LOGISTICS

RECYCLING

DEFENCE

l

PROVIDING SOLUTIONS

CREATING CUSTOMER

VALUE

l

A NEW CHAPTER

l

A GLOBAL MANUFACTURING COMPANY

Whitney, UKDEL tail lifts

Dundalk, Ireland

MOFFETT truck

mounted forklifts

Bispgården, SwedenZEPRO tail lifts

Hudiksvall, SwedenTest and Innovation Center

Raisio, FinlandMULTILIFT demountables

Stargard, Poland

HIAB loader cranes,

JONSERED and LOGLIFT

forestry cranes

Zaragoza, SpainHIAB loader cranes

Tallmadge, USAWALTCO tail lifts

Chungbuk, South KoreaHIAB loader cranes

TaiAn, China

HIAB loader cranes

(joint venture with Sinotruk)

Shanghai, ChinaMULTILIFT demountables

Malmö, SwedenHiab, Head Office

Helsinki, FinlandCargotec, Head Office

Metz, France

Regional Parts

Distribution Centre

Indianapolis, USA

Regional Parts

Distribution Centre

Sales & ServicesSales, service and

distribution network in

more than 100 countries

Multi-assembly units (MAUs) and R&D centres

Head Offices

Regional parts

distribution centre

Santo Antonio da Patrulha, BrazilArgos loader cranes manufacturing site

l

2016 2017 2018201520142013

GKA

• Acceptance and Growth

• Continuous movement from vendor

to partner.

• Focus on customer centricity

• Strong focus on aftersales support

KA

• Presentation & Implementation

• Regional acceptance

• Identify possible KA Customers

GKA

• Growth & Customer

Loyalty

• Collaboration with

market areas

• Moving away from being

an equipment supplier to

a solution provider

GKA

• Increase Profitability

• Grow GKA portfolio

• CRM Introduction & Training

• KA Management Training

• Secure long term agreements

GKA

• Promote KA Strategy

• Framework Agreements

• Deliver Results

• Build on Customer

Relationships

l

A GLOBAL COMPANYWHERE TO PLAY

1ST

EMEA

2ND

AMER

3RD

APAC

4TH

LATAM

l

THE EARLY CHALLENGES

ACCEPTANCE AT ALL LEVELS

MANAGEMENT WITHOUT AUTHORITY (Learn to lead with influence rather than positional power)

SHORTAGE OF AVAILABLE TALLENT (Identifying the farmers rather than the hunters)

HIGH TURNOVER OF STAFF (CLIENT) (Buyers the new gatekeepers)

CUSTOMER INTELLIGENCE ( Producing insight into customers that is both smart and useful)

WHERE TO PLAY ( maximizing the lifetime value of your most strategically important customers)

LONG TERM INVESTMENT ( finance, resources and time)

9

l

BUILDING OUR GKA TEAM

LEADERSHIP

PRESENCE

MATCHING

COMMUNICATION

BUSINESS ACUMEN

RELATIONSHIP SAVEY

RESULTS ORIONTATED

AN APPITITE FOR LEARNING 10

The Key Attribute's we look for………

l

WHAT IS OUR PERFECT……..

GKA Account Manager

KNOWLEDGE COMMUNICATION ORGANISATION

Product Knowledge

Industry Knowledge

Business Knowledge

Consistent &

Transparent

(Phone, Email, & In

Person)

Efficient & Effective

Listening

People Person

(Networking)

Can Communicate

With Introverts &

Extroverts

Ability To Wear

Different Hats

Multi-tasking

Thrive In High-

Pressure, Fast-

Paced Environment

VALUE TO

COMPANY

VALUE TO

CUSTOMER

POSITIVE

RESULTS

11

l

HIAB GKA MANAGERS - MANDATE

EMPOWERMENT

SENIOR MANAGEMENT SUPPORT

FIND AND DELIVER THE COMPETATIVE ADVANTAGE

IDENTIFY THE CORRECT STRATERGY FOR THE CUSTOMER

SILO BUSTING WITHIN THE HIAB ORGANISATION

12

l

WHAT KEEPS OUR GKA MANAGERS

AT THE TOP OF THEIR GAME?

13

l

GKA MANAGEMENT / TEAM AND PARTICIPANTS

Sales support

Marketing

Business development

Technical Service

Project-manager

Logistics / IT

Market Area Heads

Top Management

Order processing

Finance

Product Line

Market Key Account Manager

Hiab KEY ACCOUNT team involved in the KAM-organization

Legal Services

Core Team25-35% of working time for key customers

“One message to the customer“▪ Team player, controlling the network▪ Communication with departments

Extended TeamProject-related work for customer

Internal PartnersConsistent and complementary

Service Sales

Intellegence

l

GLOBAL KEY ACCOUNT STRUCTUREVice President - Sales & Services

Director – International Key Accounts

Market AreaKey Account Managers

BL Support Team Exec Support Team

Northern Europe

BeNeLux

UK & Ireland

DACH

Poland & E .Europe

Mediterranean

Africa & Middle East

APAC

AMER

LATAM

LCS

FCS

DEM

TMF

TLS

SER

Finance

Legal

Marketing

DIG

PARTS

HR

l

A GLOBAL COMPANY

GKA Communication

l

WITH GLOBAL KEY ACCOUNTS

l

CUSTOMER CENTRICITY

Customer focused leadership

Understanding our customers

Design the experience

Empower the front line

Metrics that matter

Feedback, drive continuous improvement

l

HIAB GKA MANAGEMENT / 4-STAGE MODEL

From simple customer-supplier to customer-partner, solution provider.

Partner „Value Selling“

Exchangeable supplier Product Sales

Stage 1

Stage 2

Stage 3

Stage 4

4 stages of selling

PRODUCT(Focus on features, what differentiates you from your competitors)

SERVICE(Installation, maintenance, training, guarantees)

"Internal" problem-solving, being Customer Centric

(Improve operating procedures / solve problems of customers)

Strengthen competitive position of our customer

(Develop individual customer specific solutions)

l

HIAB GLOBAL KEY ACCOUNT STRATEGY

20

Develop

Transparency

Understand

Customer

Needs

Deliver

Customer

Expectations

Collect customer and market information & intelligence

Analyse past business history

Track sales and purchasing cycles

Customer requirements

Develop strategies to suit the business

Match competencies and resources to market situation

Make a plan

Appoint local account manager

Review regularly with all stake holders

Delivering a superior customer experience

The overall strategy can only be implemented with the support of all the stakeholders, product

line, market areas and services.

l

KEY ACCOUNT MANAGEMENT / SALES VS.

CUSTOMER SHARESchematic categorization according to sales and customer categories

SALES / REVENUE SHARE NUMBER OF CUSTOMERS

Key Accounts

Major Accounts

Differentiation of KA(The top 20 are not static there is constant movement due to the nature of the business)

60%

30%

10%

20A

100B

500C

l 03 March 2018

Customer :- Account Manager :-

Key Partner Who are our Key

Partners?

Which Key Resources

are required?

Which Key Activities are

required?

MOTIVATIONS FOR

PARTNERSHIPS

Optimisation and economy

Reduction of risk and

uncertainty

Acquisition of particular

resources and activities from

a supplier.

Brand/ Status Awareness

Key ActivitiesWhat Key Activities

add value?

Our distribution

channels?

Customer Relations?

Service Network?

CATEGORIES

Production

Problem solving

Platform / network

Segmentation

Value PropositionWhat value do we deliver or

propose deliver to the

customer?

Which customer problems are

we solving?

What products and services

are we supplying to the

customer?

What are the customer needs

that we are satisfying?

CHARACTERISTICS

New Design

Performance

Design

Brand/Status

Price

Whole Life Costs

Service

Spare Parts

Environmental

Accessibility

Convenience / usability

Health & Safety Features

Customer RelationshipsWhat type of relationship do we have with this

customer?

How do we integrate in their other business areas?

What needs to be done to improve the relationship?

How costly will this be and can we get a return on

investment?

EXAMPLES

Personal Connections

Dedicated Personal assistance

Service Support

Cost StructureWhat are the most important costs inherent in our business model?

Which Key Resources are most expensive?

Which Key Activities are most expensive?

What is the best route to market with this customer?

Key ResourcesWhat Key resources do

our value propositions

require?

Our Distribution

channels? Customer

relationships? Revenue

channels?

TYPES OF RESOURCES

Physical

Intellectual (Brand/ Product

Customisation)

Human

Financial

Cost SegmentsFor whom are we

creating value?

Is this one of our

most important

customers?

Area

• Volume User

• Operational

Segment

• Multi-sided platform

• Value Added

Revenue StreamsFor what value is the customer willing to pay?

For what do they currently pay?

How are they currently paying?

How do they prefer to pay?

Which product line offers most value?

Channels & ProductsThrough what channels & products does our

customer wish to be reached?

How are we supplying them now?

How are the channels & product offerings integrated?

Which works best?

Which is the most cost effective.

CHANNEL & PRODUCT PHASES

1. Awareness how do we raise awareness of our products

and services.

2. Evaluation how do we help our customer evaluate or

organisation, Value Proposition.

3. Purchase how dose the customer currently purchase can

we add value through another financial area

4. Delivery how do we deliver a Value Proposition

5. After Sales how do we provide post purchase customer

support

ScoresHow does the

customer score?

Is this customer

manageable?

Business Model Canvas _

_

_

_

_ _ _

_

Date:-

Fixed Pricing

Fixed Prices

Product Feature Dependant

Customer segment

dependant

Dynamic Pricing

Negotiation (Bargaining)

Tenders

Other Offerings

Contract Hire

Volume Rebates

Sample Characteristics

Economies of scale

Economies of scope

Variable costs

Consolidated margins

ACCOUNT

PLANNING

l

A GLOBAL COMPANYGKA MARKET REVENUE

47%

EMEA

34%

AMER

12%

APAC

7%

LATAM

l

WHAT HAVE WE LEARNT TODATE ?

KEY ACCOUNT MANAGEMENT IS AN ART NOT A SCIENCE.

RELATIONSHIPS – PEOPLE BUY FROM PEOPLE.

LOOK FOR QUALITY NOT QUANTITY.

THE ABILITY TO ADAPT TO CHANGE.

BE PREPAIRED FOR THE JOURNEY.

24

l

FUTURE CHALLENGES

EXCHANGE RATES.

REGULATION AND COMPLIANCE .

COMPETENCES, RECRUITING AND SECURING THE RIGHT TALENT.

BREXIT & US DEREGULATION.

CYBER SECURITY.

25

l

BEFORE WE CLOSE

WHAT ARE THE DIFFERENCES BETWEEN A GLOBAL KEY

ACCOUNT MANAGER AND INTERNATIONAL KEY

ACCOUNT MANAGER?

SHOULD GKA MANAGERS BE RECRUTED INTERNALLY

OR EXTERNALLY?

HOW WOULD YOU DEVELOP A KEY ACCOUNT MANAGER

INTO A GLOBAL KEY ACCOUNT MANAGER?

26

Questions for you!

THANK YOU