Jim Haleem 30 Yrs' Motorola Inc'

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Jim Haleem30 Yrs. Motorola Inc.

• Various Sales Management Positions
• VP General Mgr Consumer Products US
• (Sales/Mkting/Engine/Manufacture Full PL)
• Corp VP Worldwide Product Distribution
• (Operations/Logistics/Purchasing)
• Corp VP Sales/Marketing/Service
• ( Europe/Middle East/Africa)
• Corp VP Sales/Ops Planning
• (revamped demand/supply processes - 11B
  enterprise)

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Europe/Middle East/Africa

• REFOCUSING AN ORGANIZATION

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(No Transcript)
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EMEA Region

• Europe 45
• Middle East 14
• Africa 45
• Total 104

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QuestionWhat do you think the
complexities were for an American managing in
Europe/Middle East Africa?
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List Of Complexities Needing Understanding

• Cultural Diversity
• Country Laws
• Organizational Focus/De-Focus
• Management Optionalism
• Compensation
• Communication
• American Company/American Culture
• HQ Centric Management vs. Local Management
• Customer Focus
• Potential Bribery In Emerging Markets
• Currency Valuation
• Distribution Strategies
• Pricing Strategies
• No European Senior Manager

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Situation

• EMEA loosing several million dollars a month
• 9 subsidiaries working independently principally
  with country focus
• 2 VPs not synchronized
• Forecasting processes were random at best
• Gray market through distributors everywhere in
  Europe and Asia
• Deal of the day, end of the month, mentality to
  MAKE numbers.

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Situation

• Shipments were typically end of the month and
  orders were generally achieved with discount
• Decisions were generally achieved in consensus
  but not honored
• Country general managers were not held
  accountable for commitments

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WHAT WOULD YOU DO?
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WHAT WERE THE KEY STEPS?

• Identified strengths in the organization
• Learned the cultural and operational differences
  between the countries
• Established the ground rules I had and my range
  of authority
• Aligned closely with human resources and finance
• Recognized that NOT EVERYTHING was bad
• Created a singular focus on the customer market
  share growth

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WHAT WERE THE KEY STEPS?

• Stabilized pricing no end of month deals
• Provided promotion dollars for in country
  promotions, but no special discounts
• Identified and fired 2 distributors who
  transshipped products beyond their boarders
• Hands on engagement high degree of
  accessibility for all levels

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WHAT WERE THE KEY STEPS?

• Revised compensation plans
• Accelerated new business model focused on service
  at the point of sale fewer selling partners
• Decentralized Marketing with controls back to the
  subsidiaries
• Identified 2 top managers and promoted them
• Identified my replacement 1 year into assignment

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RESULTS

• Grew Sales from 1B to 3B in 2 ½ years
• Promoted my replacement so management transition
  was smooth
• Developed back log of orders
• Organization was focused on major competitors and
  success
• Received extremely high marks from customers who
  communicated with orders

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What Didnt Work?

• We never effectively synchronized with the
  manufacturing arm of the business. Their goals
  were distinctly different from the operating side
  of the business.
• Resulting in
• lost growth profit opportunities
• lost sales opportunities
• lost market share opportunities