ABB Turbocharging (B): Implementing change in turbulent times
It is 2013 and the setting is very different. ABB’s performance during the last two years had been unsatisfactory and a series of developments in its external environment posed a unique set of challenges. Management decided to respond and launched a new segmentation initiative, laying the foundation of its future differentiation strategy. Case B provides an update on Sales 2010 a major sales initiative that was introduced at the end of 2007 and elaborates on the wave of change that took place since then; global financial crisis, Swiss franc crisis, overcapacity in the shipping industry and the intensifying competition on both fronts: product and service. It offers an overview of the new segmentation initiative and concludes by highlighting the challenges behind translating strategy to action.
What does the current strategy prevent ABB from doing? How do you implement the segmentation and transform it into a growth driver? Is ABB ready to translate the value proposition into new product and service offerings? What are the implications for your internal (sales organization, R&D, manufacturing) and external (engine builders and end-users) customers? How do you convince them to buy-in?
Asea Brown Boveri
2007
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
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