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Strategic Restructuring
© 2005 RSMBA
RSMBA
GSG Back to double digit growth RSMBA TeamNitin GoelGuido CazemierBas HazelzetTzung-Min Hung
Strategic Restructuring RSMBA
2
Products
Sales Process
Customers
Partners
Revenue
ChallengesCurrent Situation Solution Approach
Decreasing growth
Decline of share price
Situation Analysis Slowdown due to lack of new market focus and integration
Unsatisfied
No explicit policy
Unsatisfied
Mostly enterprise
Ad hoc sales
Increased competition
Product oriented
Improve partnerships
Develop and implement new customer strategy
Understand customer industry
Industry customization
Solution oriented products
Identify growth areas
Understand customer
Recruit, motivate, support and reward
partners
Back to double digit growth
Identify focus segments
Explore new markets
Solution selling
Educate sales force
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line
Strategic Restructuring RSMBA
3
Revised Strategy for GSGIncrease share priceVision
Increase revenue growth to double digitsBusinessObjective
Proposition Focus on customer segments with low competition and high growth potential
Strategy
Organizational restructuring
Partners/Alliances
Industry expertiseSolution selling
Be the first to enter low competition and high growth
market
Dual FocusSegment focus: SB & Mid-Market
Product focus: Solutions
Method
Expected outcome
Aggressive growth in SB & Mid-Market segment
25 % share in SB segment in 2009
20 % share in SB ERP in 2009
Increased employee and customer satisfaction
Increased sales and new accounts
Growth in all
segments
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line
Strategic Restructuring RSMBA
4
Segment Focus : Grow in Small Business SegmentSB market is big, fast growing with increasing IT needs
6,20%
12,90%
18,30%
62,50%
0% 10% 20% 30% 40% 50% 60% 70%
Consumer
Small Business
Mid-Market
Enterprise
Revenue weight by customer segment
Revenue weight by customer segment
15,30%
18,80%
-15,50%
-3,60%
-20% -15% -10% -5% 0% 5% 10% 15% 20%
Consumer
Small Business
Mid-Market
Enterprise
Companies maturing their SB strategy will also be able to master their mid-market strategy (mix enterprise and SB strategies)
Revenue-weight and growth rate of GSG total revenue, FY 2004
Growth rateGrowth rate
GSG over relies on “Enterprise” segment which drives growth slowdown
Focus on growth marketSmall Business and Mid-Market
Focus on growth marketSmall Business and Mid-Market
Low Competition: companies have enterprise strategies but lack SB
strategiesGSG development toward SB would
allow company to focus on SB & Mid-Market
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line
Strategic Restructuring RSMBA
5
Prioritization in Small Business segmentPrioritize SB industries on basis of potential and sales effort
Manufacturing
Telecom and UtilitiesTransportation
Distribution (wholesale)
Distribution (retail)
Financial Service (Finance and Insurance)
Food and Accommodations Services
Health Care
Total industry IT spend (billions $USD)
Estimated size of IT spend per company (millions $USD)
Average size per company = $5.94m
Average potential per industry = $3.57B
- First target area with both a high industry and a single company potential
- Following are area and areas, with a single high factor
- Strategic Alignment: GSG core competence & major SB Market, i.e. Financial Services
- Set Business Services, Manufacturing, Financial Services and Telco verticals as priority
Low Priority High
Business Service
0
1
2
3
4
5
6
7
8
30 40 50
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line
Agriculture and Resources
Construction
Financial Service (Real Estate and other)
Other Services
GovernmentEducation
0 10 20
Source: Small Business IT send by industry vertical
Strategic Restructuring RSMBA
6
Product Focus : Grow in SolutionsOpportunities in ERP/CRM market
Total ERP market is $15 billion
SB ERP market is $5.3 billion
GSG only has small share
Gaining industry insight is key to significant growth in the ERP market
Seize opportunity in SB CRM market (5%)
Drag along to Mid-Market
GSG should strive for significant SB ERP market share by 2009 (20%)
2,99%
2,99%
12,34%
67,87%
0% 10% 20% 30% 40% 50% 60% 70%
UDS
PP
BIS
BSS
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line
Product CAGR (2001-2004)
Dual Focus UDS
PP
BIS
BSS
Enterprise Retain Grow
SB / Mid-Market GrowGrow
Agressively
Consumers Retain N/A
Industry standard product sales (UDS & PP) are stagnating in US
(saturated market)
BSS and BIS have shown significant growth
{
{
Long Term FocusFocus on solutions
Long Term FocusFocus on solutions
Strategic Restructuring RSMBA
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Key Success Factor: Partners!Partners are indispensable to reach SB and solutions market efficiently
- Channel strategy is key to reach wide range of Small Business customers
- Recruit and attract partners: System Integrators, Resellers, IHVs and ISVs
- Partners have Industry expertise and ensure integration of products (turnkey solutions)
- Establish partner organization in GSG to cover partner needs, strengthen partner relations, review performance
Account coverage Fulfullment Account types Discounts / incentives
GSG sales reps
Partners
GSG Sales reps
Partners
Installed Base
New
3% of order if channel fulfills
GSG sales reps
Partners
Joint sales approach
PartnersInstalled Base
New
35%
Industry best partner service
Partners
Aggressive huntingPartners
Installed Base
New
40%
Industry best partner service
Enterprise
Mid-market
Small Business
10-50 employees
>$50m
<$500m
>$500m
<$50m
Size
Intimacy
CRM matrix for partnersHigh potential partners with high intimacy “defend strategy”
High potential partners with low intimacy “gain strategy”
Low potential partners with high intimacy “develop strategy”
Low potential partners with low intimacy “observe strategy”
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line
Strategic Restructuring RSMBA
8
Partner Organization
Changes in GSG organization structure are necessary for increased partner focus, better industry knowledge, industry solutions and better service and support
Industry Solutions
Service & Support (CRM)
SB
Mktg/Sales
Enterprise
Mktg/Sales
Product
Marketing
Industry expertise
Analyse requirements
Complex sales
Industry expertise
Support sales/partners
Express products
Analyze customer &
partner requiements
Feedback
Technical interlock
Industry feedback
to development
Express products
Incentives/Discounts
Joint selling
Measure partners
Incentives/Discounts
Joint selling
Measure partners
Adequate feedback
& support
Analyze customer &
partner requirements
3 new
matrixed
divisio
ns
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line
Industry focus is key to growth - Educate GSG Sales force- Recruit, nurture, reward partners- Provide turnkey industry solutions- Actively gather feedback from
customers and partners (CRM)
Strategic Restructuring RSMBA
9
New Sales and Marketing Process for GSG
Product
Marketing
Enterprise
Sales
Enterprise
Customers
Partn
ers
SB
Mid-Market
Customers
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line
Feedback
Support
CRM
Integrate product and service development, marketing, sales, partners and customer service
Cre
ate cus
tom
er cen
tric cu
lture
“Needs” analysis Know prospects and partners
Consumers
GSG
Partner
Org.
SB
Mid-Market
Sales
Strategic Restructuring RSMBA
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Sales Forecast by SegmentSet objective of reaching 25% of total SB market in 2009
44,2%
19,9%
28,5%
5,3%6,7%
15,0%
19,2%
59,1%
Key Factors and impacts- Invest in partners for Small Business- Revenue generated rapidly from SB- Mid-Market penetration following SB- Revenue growth results in share price increaseKey assumptions- Analysis focus on U.S. market- SB market remains 9% CAGR in 2009
Original forecast for FY 2007 (weight per segment)
New forecast for FY 2007 (weight per segment)
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
FY01 FY02 FY03 FY04 FY05 FY06 FY07
Enterprise Mid-market
Small Business Consumer
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09Source: GSG Finance; GSG US 3 year outlook forecast model Source: GSG Finance; RSMBA consultant
Small business segment becomes the growth engine
New forecast ($m)Original forecast ($m)
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line
18% 57%
Strategic Restructuring RSMBA
11
Sales Forecast by Product GroupsSet objective of reaching 20% of SB ERP market in 2009
Key Factors and impacts- ERP for SB market drives growth- Product Groups integration causes sales increase- Revenue growth results in share price increaseKey assumptions- Analysis focus on U.S. market- ERP belongs to BSS product group- SB ERP remains CAGR 8% during 2008-2009
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
FY01 FY02 FY03 FY04 FY05 FY06 FY07
BIS BSSPP UDS
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09
2,00%
8,70%
16,90%
8,00%6,80%
22,70%
0%
5%
10%
15%
20%
25%
FY 2005 FY 2006 FY 2007
Original forecast
New forecast
Source: GSG Finance; GSG US 3 year outlook forecast model Source: GSG Finance; RSMBA consultant
New forecast ($m)Original forecast ($m)
Back to double digit revenue growth in 2006
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line
Strategic Restructuring RSMBA
12
Risk MitigationRisk Rating Impact Mitigation Strategy
Customer centric culture is opposed by employees
MediumSolution based product
development and selling is in danger
Involve, motivate and reward employees on all levels
GSG has difficulty finding the key partners in SB market
HighSolution based product
development and selling is in danger
Focus on partner research and selection process and set up proper support and reward
structure
SB targeted market segments don’t develop as expected
MediumRevenue growth targets
might not be reached
Track market developments with partners and customers as
soon as strategy is implemented
Competition copies our model
MediumMarket shares from
forecast might not be reached
Integrate customers in organization through CRM
raising “step out” threshold
New entrants copy our model
LowMarket shares from
forecast might not be reached
Integrate customers in organization through CRM
raising “step out” threshold
Company Analysis Recommendation Company Strategy Organization Financial Impact Risk Migration Time Line
Strategic Restructuring RSMBA
13
Proposed Actions / Timeline
Company Analysis Revised Strategy Organization Financial Impact Risk Mitigation Time Line
2005 2006 2007 2008Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
OrganizationEstablish partner organization within GSGGrow and educate sales force on industry solutionsDevelop incentive schemes for partnersImplement CRM system - know customer/partnerDefine and execute account coverage (segments/(in)direct)
PartnersRecruit/incent partners (ISV, IHV, SI, resellers, ...)Review partner performance/statusActively gather partner feedback
ProductsDevelop/maintain Industry specific packagesActively gather customer feedbackDevelop express products for small bus. (1-4 employees)Integrate Business products for partners/customers
MarketsGrow in Small Business segment - Financial services, Business Services, Manufacturing - Healthcare, Retail, Distribution, Telco - All other industriesMidmarket segment (drag along with small business)Enterprise segment (industry focus)
Industry standard product enhancementsGrow Business products in all segments
moderate focusstrong focus
Strategic Restructuring RSMBA
14
Conclusive Summary
Target market: focus on growth in Small Business SegmentSB market is big, fast growing with increasing IT needs
6,20%
12,90%
18,30%
62,50%
0% 10% 20% 30% 40% 50% 60% 70%
Consumer
Small Business
Midsize
Enterprise
Revenue weight by customer segment
Revenue weight by customer segment
15,30%
18,80%
-15,50%
-3,60%
-20% -15% -10% -5% 0% 5% 10% 15% 20%
Consumer
Small Business
Midsize
Enterprise
Companies maturing their SB strategy will also be able to master their mid-market strategy (mix enterprise and SB strategies)
Segments growth rate and revenue-weight of GSG total revenue, FY 2004
Growth rateGrowth rate
GSG over relies on “Enterprise”segment which drives growth slowdown
Short Term Target SegmentsDual Focus: Enterprise and SBLong Term Target Segments
Focus on growth markets: SB & Mid-Market
Short Term Target SegmentsDual Focus: Enterprise and SBLong Term Target Segments
Focus on growth markets: SB & Mid-Market
Low Competition: companies have enterprise strategies but lack SB
strategiesGSG development toward SB would
allow company to focus on SB & Mid-Market
Situation Analysis Strategy Targeting & Segmentation Organization Financial Impact Risk Mitigation Time Line
Target market: focus on growth in Small Business SegmentSB market is big, fast growing with increasing IT needs
6,20%
12,90%
18,30%
62,50%
0% 10% 20% 30% 40% 50% 60% 70%
Consumer
Small Business
Midsize
Enterprise
Revenue weight by customer segment
Revenue weight by customer segment
15,30%
18,80%
-15,50%
-3,60%
-20% -15% -10% -5% 0% 5% 10% 15% 20%
Consumer
Small Business
Midsize
Enterprise
Companies maturing their SB strategy will also be able to master their mid-market strategy (mix enterprise and SB strategies)
Segments growth rate and revenue-weight of GSG total revenue, FY 2004
Growth rateGrowth rate
GSG over relies on “Enterprise”segment which drives growth slowdown
Short Term Target SegmentsDual Focus: Enterprise and SBLong Term Target Segments
Focus on growth markets: SB & Mid-Market
Short Term Target SegmentsDual Focus: Enterprise and SBLong Term Target Segments
Focus on growth markets: SB & Mid-Market
Low Competition: companies have enterprise strategies but lack SB
strategiesGSG development toward SB would
allow company to focus on SB & Mid-Market
Situation Analysis Strategy Targeting & Segmentation Organization Financial Impact Risk Mitigation Time Line
Key Success Factor: Partners!Partners are indispensable to reach SMB and solutions market efficiently
- Channel strategy is key to reach wide range of Small Business customers
- Recruit and attract partners: System Integrators, Resellers and ISVs
- Partners have Industry expertise and ensure integration of products (turnkey solutions)
- Establish partner organization in GSG to cover partner needs, strengthen partner relations, review performance
Installed Base
New
Installed Base
New
Installed Base
New
Account types
40%
Industry best partner service
PartnersPartners
Aggressive hunting
35%
Industry best partner service
Partners
GSG sales reps
Partners
Joint sales approach
3% of order if channel fulfills
GSG Sales reps
Partners
GSG sales reps
Partners
Discounts / incentivesFulfullmentAccount coverage
Installed Base
New
Installed Base
New
Installed Base
New
Account types
40%
Industry best partner service
PartnersPartners
Aggressive hunting
35%
Industry best partner service
Partners
GSG sales reps
Partners
Joint sales approach
3% of order if channel fulfills
GSG Sales reps
Partners
GSG sales reps
Partners
Discounts / incentivesFulfullmentAccount coverage
Enterprise
Mid-market
Small Business
10-50 employees
>$50m
<$500m
>$500m
<$50m
Size
Intimacy
CRM matrix for partnersHigh potential partners with high intimacy “defend strategy”
High potential partners with low intimacy “gain strategy”
Low potential partners with high intimacy “develop strategy”
Low potential partners with low intimacy “observe strategy”
Situation Analysis Strategy Targeting & Segmentation Organization Financial Impact Risk Mitigation Time Line
Key Success Factor: Partners!Partners are indispensable to reach SMB and solutions market efficiently
- Channel strategy is key to reach wide range of Small Business customers
- Recruit and attract partners: System Integrators, Resellers and ISVs
- Partners have Industry expertise and ensure integration of products (turnkey solutions)
- Establish partner organization in GSG to cover partner needs, strengthen partner relations, review performance
Installed Base
New
Installed Base
New
Installed Base
New
Account types
40%
Industry best partner service
PartnersPartners
Aggressive hunting
35%
Industry best partner service
Partners
GSG sales reps
Partners
Joint sales approach
3% of order if channel fulfills
GSG Sales reps
Partners
GSG sales reps
Partners
Discounts / incentivesFulfullmentAccount coverage
Installed Base
New
Installed Base
New
Installed Base
New
Account types
40%
Industry best partner service
PartnersPartners
Aggressive hunting
35%
Industry best partner service
Partners
GSG sales reps
Partners
Joint sales approach
3% of order if channel fulfills
GSG Sales reps
Partners
GSG sales reps
Partners
Discounts / incentivesFulfullmentAccount coverage
Enterprise
Mid-market
Small Business
10-50 employees
>$50m
<$500m
>$500m
<$50m
Size
Intimacy
CRM matrix for partnersHigh potential partners with high intimacy “defend strategy”
High potential partners with low intimacy “gain strategy”
Low potential partners with high intimacy “develop strategy”
Low potential partners with low intimacy “observe strategy”
Situation Analysis Strategy Targeting & Segmentation Organization Financial Impact Risk Mitigation Time Line
Partner Organization
Changes in GSG organization structure are necessary for increased partner focus, better industry knowledge, industry solutions and better service and support
Industry Solutions
Service & Support (CRM)
SB
Mktg/Sales
Enterprise
Mktg/Sales
Product
Marketing
Industry expertise
Analyse requirements
Complex sales
Industry expertise
Support sales/partners
Express products
Analyze customer &
partner requiements
Feedback
Technical interlock
Industry feedback
to development
Express products
Incentives/Discounts
Joint selling
Measure partners
Incentives/Discounts
Joint selling
Measure partners
Adequate feedback
& support
Analyze customer &
partner requirements
3 new
matrixed
divisio
ns
Industry focus is key to growth - Educate GSG Sales force- Recruit, nurture, reward partners- Provide turnkey industry solutions- Actively gather feedback from
customers and partners (CRM)
Situation Analysis Strategy Targeting & Segmentation Organization Financial Impact Risk Mitigation Time Line
Partner Organization
Changes in GSG organization structure are necessary for increased partner focus, better industry knowledge, industry solutions and better service and support
Industry Solutions
Service & Support (CRM)
SB
Mktg/Sales
Enterprise
Mktg/Sales
Product
Marketing
Industry expertise
Analyse requirements
Complex sales
Industry expertise
Support sales/partners
Express products
Analyze customer &
partner requiements
Feedback
Technical interlock
Industry feedback
to development
Express products
Incentives/Discounts
Joint selling
Measure partners
Incentives/Discounts
Joint selling
Measure partners
Adequate feedback
& support
Analyze customer &
partner requirements
3 new
matrixed
divisio
ns
Industry focus is key to growth - Educate GSG Sales force- Recruit, nurture, reward partners- Provide turnkey industry solutions- Actively gather feedback from
customers and partners (CRM)
Situation Analysis Strategy Targeting & Segmentation Organization Financial Impact Risk Mitigation Time Line
New Sales and Marketing Process for GSG
Product
Marketing
Enterprise
Sales
Enterprise
Customers
Partn
ers
SB
Mid-Market
Customers
Feedback
Support
CRM
Integrate product and service development, marketing, sales, partners and customer service
Create cu
stom
er centric cu
lture
“Needs” analysis Know prospects and partners
Consumers
GSG
Partner
Org.
SB
Mid-Market
Sales
Situation Analysis Strategy Targeting & Segmentation Organization Financial Impact Risk Mitigation Time Line
New Sales and Marketing Process for GSG
Product
Marketing
Enterprise
Sales
Enterprise
Customers
Partn
ers
SB
Mid-Market
Customers
Feedback
Support
CRM
Integrate product and service development, marketing, sales, partners and customer service
Create cu
stom
er centric cu
lture
“Needs” analysis Know prospects and partners
Consumers
GSG
Partner
Org.
SB
Mid-Market
Sales
Situation Analysis Strategy Targeting & Segmentation Organization Financial Impact Risk Mitigation Time Line
Small Business segmentSmall Business segment
Mid-Market segmentMid-Market segment
Strategic PartnersStrategic Partners
Partner OrganizationPartner Organization
SolutionsSolutionsService & Support - CRMService & Support - CRM
Culture & LeadershipCulture & LeadershipPartner/Customer SatisfactionPartner/Customer Satisfaction Employee SatisfactionEmployee Satisfaction
Product IntegrationProduct IntegrationGSGGSG
Back to double digit growth
2,00%
8,70%
16,90%
8,00%6,80%
22,70%
0%
5%
10%
15%
20%
25%
FY 2005 FY 2006 FY 2007
Original forecast
New forecast
Back to double digit revenue growth in 2006
Strategic Restructuring
© 2005 RSMBA
RSMBA
Backup slides
Strategic Restructuring RSMBA
16
Partner Development and ManagementEffective partner development can become an Entry Barrier
Size
Intimacy
Gain strategy- Critical improvement area
- Future growth source
- High visit frequency
Observe strategy- No special support
- Low visit frequency
- New partner survey and contact
- Customer data collection
Process of new partner recruitment and development
- Product training
- Solution integration support
- Develop high potential partners
- Eliminate unsuited partners
- Well interaction model built
- Entry barrier to competitor
CRM matrix for partners
Phase I:
Recruitment
Phase II:
Training
Phase III:
Integration
Phase IV:
Take Off
New partner
New partnerDefend strategy- Key partners
- Current major contribution source
- High visit frequency
Develop strategy- Help to develop business and
generate new customers
- Medium visit frequency
Strategic Restructuring RSMBA
17
Sales Allocation by Segment
FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09SB potential 9.30 10.14 11.05 12.04 13.13 14.31GSG SB revenue 0.45 0.69 1.04 1.56 2.36 3.56GSG SB growth rate 51.0% 51.0% 51.0% 51.0% 51.0% 51.0%GSG market share 4.9% 6.8% 9.4% 13.0% 18.0% 24.9%
Enterprise 1,768.0 2,248.0 2,274.0 2,193.0 2,200.0 2,303.0 2,443.0 2,600.0 2,700.0Mid-market 592.0 642.0 762.0 644.0 709.0 900.0 1,200.0 1,600.0 1,950.0Small Business 338.0 350.0 382.0 454.0 685.5 1,035.2 1,563.1 2,360.3 3,564.0Consumer 217.0 292.0 190.0 219.0 230.0 258.0 290.0 320.0 350.0Total 2,915.0 3,532.0 3,608.0 3,510.0 3,824.5 4,496.2 5,496.1 6,880.3 8,564.0
Segment View
New Revenue Forecast for FY05 to FY09 ($MM)
Strategic Restructuring RSMBA
18
Sales Allocation by Product Group
FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09SB ERP potential 5.30 5.60 6.10 6.60 7.13 7.70GSG BSS revenue 0.12 0.20 0.33 0.55 0.91 1.50GSG BSS growth rate 65.0% 65.0% 65.0% 65.0% 65.0%GSG market share 3.6% 5.5% 8.4% 12.8% 19.5%
BIS 912.0 1,143.0 1,254.0 1,293.0 1,400.0 1,550.0 1,800.0 2,200.0 2,500.0BSS 26.0 97.0 124.0 123.0 203.0 334.9 552.5 911.7 1,504.3PP 1,480.0 1,636.0 1,640.0 1,584.0 1,700.0 1,900.0 2,300.0 2,750.0 3,300.0UDS 455.0 605.0 553.0 497.0 500.0 660.0 800.0 950.0 1,200.0Total 2,873.0 3,481.0 3,571.0 3,497.0 3,803.0 4,444.9 5,452.5 6,811.7 8,504.3
Product Group View
New Revenue Forecast for FY05 to FY09 ($MM)
Strategic Restructuring RSMBA
19
Types of partners and initiatives
Mid-Market
Enterprise
Small Businesses
Mid-Market
Enterprise
SOHOConsumers
System Integrators IHVs
Resellers
ISVs
Industry expertise
Integration / Implementation
Incentives / Discounts
Support
Express products
Bundles HW/SW
Incentives / Discounts
Industry solutions
Access to GSG technology
Incentives
Education
Strategic Restructuring RSMBA
20
Recommendations for current dissatisfactions
GSG employeedissatisfactions
- Not enough leadership for business process and product integration
- Not satisfied due to working system inefficient
Partnerdissatisfactions
Customerdissatisfactions
- Improve product integration
- Optimize service process integration, e.g. simplified customer interface
- Solution selling without integration
- Not received enough sales and marketing support
- Need more strategic support
- GSG has Inadequate industry expertise and understanding of customer business needs
- Improve capacity for market intelligence
- Focus on market need instead of produce selling
- Strengthen more indirect sales apart from direct sales
- Develop and invest in solution business, i.e. BSS / BIS