SCQuARE
Where are you in your learning journey?
Learning Objectives
•
Right mind set and sense of purpose
•
Capability to effectively manage self
Key Blocks
•“Why am I here” sessions
•
Resource mgmt & forward planning
Re-set &
Lead self
Structure &
team work
Confidence build
Competitiveness build
Learning Objectives
• Solid thinking
structure leading to effective
• communication
•
Team work &
collaboration capability
Key Blocks
• SCQuARE
•
High Performing Team
Learning Objectives
•
Effectiveness of communication
•
Appreciation of expected behavior outside campus
Key Blocks
•
Communication Delivery
•
Form & manner
Learning Objectives
•
Representing self with full impact post
graduation
Key Blocks
•
CV Writing
•
Competency Based Interview
•
Assessment center
Y1 Y2 Y3 Y4
Where your proposal can go wrong?
No Aim Analysis of
the facts
Agreement to the problem
Targeted creativity
Resourced
action plan Sales story
=
CONFUSIONAim Analysis of
the facts
Agreement to the problem
Targeted creativity
Resourced
action plan Sales story
=
ASSUMPTIONAim Analysis of
the facts
No Agreement to
the problem
Targeted creativity
Resourced
action plan Sales story
=
RESISTANCEAim Analysis of
the facts
Agreement to the problem
No Targeted creativity
Resourced
action plan Sales story
=
MEDIOCRITYAim Analysis of
the facts
Agreement to the problem
Targeted creativity
No Resourced action plan
Sales story
=
FRUSTRATIONAim Analysis of
the facts
Agreement to the problem
Targeted creativity
Resourced action plan
No Sales
story
=
REJECTIONAim Analysis of
the facts
Agreement to the problem
Targeted creativity
Resourced action plan
No Sales
story
=
SUCCESSSCQuARE makes the complex simple
SCQuARE has been designed to unlock the synergy
between innovation, planning
& persuasion to give
No-one has ever made success from writing a Plan; you only succeed
when you implement it
Using SCQuARE correctly will help selling idea with much
smaller fraction of time!
SCQuARE gives you the skills to think through the problem, sell the solution
and own execution
SCQuARE: A clear framework for logical analysis
Persuasive thinking, the sequence and structure of COMPELLING STORY
S C
Analysis
A RE
Creativity
Qu
Synthesis
SCQuARE® is the methodology that gives you the skill to think through the problem, find the right solution and sell the total plan. SCQuARE is the fastest way to make the complex matters become simple and command the right decision from the most demanding
audience
S etting
C hanges / Complications Pivotal Q uestion
A nswer
R ecommendations & E vidences
Got a problem?
Get it SCQuARED!
What is SCQuARE?
SCQuARE
Step-by-step Synopsis – for building the foolproof plan
• What is your Entity?Subject, Scope, and Time Frame
• What is your Aim?The aspirational end-state of what you want to achieve
• What is your positive context? Relevant positive or neutral facts that give a clear understanding of the background, separated into groups
• Add your positive interpretation – So What? Key Message giving meaningful interpretation of the grouped data
SCQuARE
Start-point, Setting, Strengths, Successes, and Positive Interpretation S
• What has Changed?Changes that may require you to take action
• What is Complicating matters?Issues that are hindering you reaching your aim
• What are Consequences?The results of an issue in relation to your Aim if you do nothing about it
• What are Causes?What’sdriving your problems and can you fix them Change, Complications, Casual Chains, and Consequences C
• The Pivotal Question that must be addressed. The question demands to know the main action needed to deal with all the key issues and meet the aims and objectives of the entity under review
• The question must be precise and comprehensive Pivotal Question
Qu
SCQuARE
• What is your answer?Summarize the benefit and main strategies
• Use the strategy matrix.It will help you to ensure all issues are resolved and priorities what not to do Answer
A
• What are your recommendations (How)?The actions, costing, timing and responsibilities to make this happen
• What is your evidence (Why)?Reasons, benefits (financial), justifications and research to support your Recommendations
• How before Why.Present the How before the Why. It provides direction and avoids unnecessary questions Recommendation & Evidence
RE
• Create your Compelling Story.Sell your proposition via a logical, memorable, and compelling story.
• Include an agenda.Use an agenda to make clear to your audience what is required from them at the end.
• Order your Story SCQuA.It ensure you to define the problems before trying to sell the solution.
• Use Headlines.They add perspective to the data and help the story flow. Use the“So What?” and Consequences that have you created to form the headlines for your story. Avoid headlines that are obscure or add no value. E.g.‘Background’. The essence of your plan should be understood by simply reading the headlines.
• SCQuARE Menagerie.Use the SCQuARE menagerie to check your plan and avoid classic mistakes.
Story
Setting
Purpose of presentation
Example: The purpose of this presentation is to agree a Route to Market (RtM) model to support portfolio
transformation
State presentation objective here S
Aim & Pre-set Objectives
Aim
• This is about aspirational end state. Remember , do not confuse an Aim with Strategy. The Aim the end, while the Strategy is the means
Objectives
• Pre-defined, beyond debate objectives – always quantify
• Example of incorrect objective: “Grow distribution”. By when? By how much?
• Example in the case of RtM
• Improve Weighted Distribution of current brands to 70% from 45% last year
• Ensure achievement of 60% WD in 5 months for any of our brand launches
• Manage NBSE (contributed largely by distribution cost) at average +10% pa post +30% in Y1
Aim: To build the most effective yet efficient RtM
model to support growth acceleration S
Agenda
Agenda
Start your plan with an agenda to define:
• Where are you going to take your audience and what you are going to cover
• Give them attention grabbing hook: why should I be interested?
• Do not include any controversial item here…just yet
Decision needed to accelerate growth through
the most effective yet efficient RtM model S
Current Setting
• Relevant positive or neutral facts in relation to the aim that give a clear context for the Changes/Complications that come latter
• Break the information down into manageable groups for easy assimilation
• Information in the setting should be non-controversial and elicit positive agreement from the audience
•
For each fact ask yourself “So what?” in relation to theAim
Put positive interpretations as headline (key message from facts)
• Brand portfolio transformation is key for future business sustainability
• 2Bn excise slab benefit is no longer a competitive advantage
• Tail brands are declining due to price increase
• Premium-international brands are key for sustainability
• Effective retail coverage within high level of speed to market is a pre-requisite for successful brand launch
• Source of brand awareness: POP at retail outlets = 50%
• 90% of brand launches in the market are supported by temporary sales force deployment
• The most successful brand launch in L3Y achieved 70%
Weighted Distribution (WD) in 5 months
Direct Distribution capability is critical for brand portfolio transformation
You might want to put one key fact that will support your argument
S S
The most successful brand launch in L3Y
achieved 50% WD in 5 months
Change/Complication
Change/Complication
• These are the reasons you are preparing the plan
• Put facts that may have negative impact; changes that demands response OR opportunities that can be
exploited
• Begin with the main Cause of your Changes/Complications
•
For each fact ask yourself “So what?” in relation to theAim
• The ideal layout is where the Consequence is the Headline and contribury Causes are the bullet points underneath
• Opportunities can be:
• Significant resources required for solutions
• Insights derived from Change/Complication that can be exploited
• Brand new possibilities in seeking for solutions
• For maximum impact, put Opportunities at the end before Pivotal Question
Create key message from your facts to form a heading
• NBSE can be at high risk if we were to go with pure DSS
• Distribution cost will increase by 3x
• Lower ROI is initial volume from brand launches is small while current portfolio (tails) flow through WS
• Increased risk on financial & industrial relation
• Cash handling is expected to be double while current loss from fraud is circa GBP 1 Million p.a.; leading to potential risk of fraud cases
• With limited on the ground HR support in dealing with
employee relation, it will pose higher complexities on people management
Direct Distribution is an expensive & risky business model
You might want to put the biggest Consequence to upweight your case
C
With DSS, NBSE will expected to double in Y1 and grow at +15% on YoY basis
C
You might to have 3-4 boxes
highlighting different facts,
changes& opportunities
Pivotal Question
The well defined problem is 90% solved
Pivotal Question
How can we combine the best of the alternative distribution options in order to:
• Improve Weighted Distribution of current brands to 70%
from 45% LY
• Ensure achievement of 60% WD in 5 months for any of our brand launches
• Manage NBSE (contributed largely by distribution cost) at average +10% pa post +30% in Y1
To achieve the best speed to market in the country in the most efficient way
The strategic challenge wrap up…. Qu
• The central question that is the axis of total
proposition or plan. It demands to know the main umbrella action needed to deal with all the key issues and meet the Aim
• Question must accurately sum up the analysis. Too long = may seen as lack of clarity. Too short = may seen as lack of weight
• It is intended to be the well defined problem and is the ley decision point hence must excite the the interest of the audience as to its potential answer
•
The precision and fullness of the Pivotal Question dictates the precision and fullness of the AnswerAnswer
Answer
Benefit
We will ensure 60% WD in 5 months for any of our brand launches & manage NBSE at average +10% pa post +30% in Y1 by executing three strategies:
Strategies
1. Increase coverage by 50% and devise different call frequency based on Tier approach
2. Deploy wholesale-retail linkage taskforce
3. Strengthening 3
rdparty distribution capabilities
• Batam, NTT, Maluku & Papua: subsidized TSF
• Agents: performance based remuneration
• Explore joined distribution with other FMCGs
Speed to market will be enabled, efficiently A
• This is the inevitable answer to the Pivotal Question
• State the Benefit first, this should be the vivid tangible description of the realization of the Aim
• Secondly summarize the Strategies that you are proposing, in a manner that build appeals and adds insights
• Do not be tempted to elaborate at this stage
• At this point you have sold the problem, you would
then have the license to go into the detail
Recommendations & Evidence
Recommendations & Evidence
How
• Pilot in Top 10 ASMOs for 6 months, review in Jan ’18 before before full roll out in Mar ‘18
• Sales Reps recruitment to be done via Direct Hiring
• Analysis on retail purchase pattern before deciding call
frequency, to be done on route basis (to be completed in Oct ’17)
Why
1. Allow sufficient time to gather data/info and proper review prior national roll out. Top 10 ASMOs = only 20% of employment cost 2. From the past, no hiring agency is willing to do Reps recruitment 3. Route is the smallest unit for call frequency differentiation,
naturally it has considered time motion aspects incl traffic
Who (based on job responsibility)
• Head of RtM to lead pilot and coordinate review for ILT approval on national roll out
• Data gathering by Sales Support Manager
• Reps hiring by HRBP Marketing
#1: Coverage +50% with Tier base call
frequency
RE• You must explain “How” your strategies will work and
“Why” you are proposing these solutions
• The audience needs to be able to picture your
Recommendations working and have enough detail to enable them to make decision
• Avoid vague Recommendations. Further elaborate:
How - Why, then Who – Why
• For the most compelling Evidence, always seek to quantify the benefits
The same must be done for each strategy
closed by proposal summary
Questions?
Views?
Challenges?
Case Study
SPEEDY
SHOES
Instructions
This exercise is concerned with developing a strategy for a company, which manufactures sports shoes.
You have been asked by the Managing Director of the Textiles Division of STRIKE Group International to examine SPEEDY Sports Shoes, one of the companies in the Division. Your brief is to make recommendations for Strike Group’s future involvement in Speedy, and to give some initial thoughts on developing the business. The project is of a sensitive and
confidential nature, and the Managing Director of the Textiles Division has asked you not to speak to the management team at Speedy at this stage. Your presentation will therefore be based solely on the enclosed background documents, which have been put together for you.
We will conduct presentation in three stages
• 13 November: Group A will present SCQu for 45 minutes followed by questions & critiques from the floor &
trainer
• 20 November: Group B will present ARE for 45 minutes followed by questions & critiques from the floor &
trainer
• 20 November: Group C will present complete SCQuARE for 45 minutes questions & critiques from the floor
& trainer
You need to assume that audience will be the Managing Director. You will be assessed on the quality of your structure, clarity, strategy and the persuasiveness of your presentation.
For the purpose of the exercise, today’s date is 15th February 2021.
