Avalon Consulting reveals its four step strategy for sales acceleration

12 April 2019 Consultancy.in

Sustained growth in sales is often equated with profits and cash flow as a metric to determine the health of a business, and a combination of progressive demand and knowledge of the consumer base is crucial to maintaining sales growth, according to Mumbai-based management consultancy Avalon Consulting.

In some cases, according to a new report from Avalon, growth in sales might even be a priority for firms over profit, given that the former is challenging to achieve and requires constant vigilance. A number of firms have seen their promising business models made irrelevant overnight due to sudden market developments.

Unforeseen market changes – such as the current wave of digitalisation – are the biggest threat to sales growth, which has been exemplified by a number of major companies in the past. Avalon cites Kodak’s relative obscurity in the current photography economy as one prominent example, and Nokia’s position in the smartphone market as another.

So the formula to maintain growth in sales in a complex one, and Avalon conducted analysis of some of the biggest growers over the last two decades to try and devise a comprehensive strategy for sales growth. Of the firms analysed by Avalon, only 35% could maintain their high levels of sales growth between 1997 and 2017.

Avalon's approach to sales acceleration

Combining this data with Avalon’s own experience with clients, the firm has devised four key characteristics of firms that have cracked the code for sales growth, based on which it has developed a Sales Acceleration Framework (SAF). Firstly, the business model is one that continues to generate new demand over time. 

Successful firms ensure that they familiarise themselves with the nuanced needs amongst their customer base, and constantly disrupt their current operational structures to evolve with market trends and developments. To lubricate this disruption process, firms have an established mechanism to facilitate major operational change.

The first step in Avalon’s SAF framework – which is based on these principles – is to arrange discussions with a firm’s senior leadership to hone in on certain key problem areas that need to be addressed on a priority basis. Once this is done, the second step is to develop strategies to address these key issues.

These could include surveys with people involved in the problem areas. The third step is to then develop action areas, a task that Avalon has developed adept capabilities in via its own proprietary model. The last step to accelerating growth is the recommendations of quick wins or low hanging fruit that may be addressed immediately.  

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Capgemini India to play a greater role in the firm's global operations

07 March 2019 Consultancy.in

Global management consultancy Capgemini has announced a new strategic focus for its Indian and global markets. With a focus on exponentially developing and expanding its pool of talent across its India operations, the firm is looking to fuel its operations across the globe with the same expertise.

The strategy was revealed by CEO of the firm Ashwin Yardi, who took over at the helm of the firm from now Chairman Srinivas Kandula in December last year. Yardi is building on the strategy that Capgemini has been employing in recent years – to capitalise on the rapidly growing digital talent in India.

Given a high level of familiarity with Industry 4.0 applications, a rapidly growing economy and a relatively young population, India is expected by many to become a hub for technology startups in the near future. A number of firms have been looking to capitalise on this situation.

In 2016, Capgemini announced that it would invest heavily in supporting startups emerging across the Indian market, particularly those operating in the domains of artificial intelligence, Internet of Things and data analytics, among others. The idea was to connect these firms to an international investment network.

Capgemini India to play a greater role in the firm's global operations

Last year, the firm announced plans to spend as much as $500 million on acquiring digital firms across the globe, with a heavy focus on India. Now, the firm is looking to continue bridging this gap between the high-potential Indian market and the rapidly digitalising global environment.

As a result, the first prong of the strategy is to develop a strong pool of expertise amongst its senior ranks in India, who are expected to inculcate a startup and entrepreneurial spirit amongst as many as 100,000 people in India. To this end, the firm has made a number of changes, including the appointment of Nisheeth Srivastava as the Chief Technology and Innovation Officer.

Other changes include the promotion of Aruna Jayanti and Srinivas Kandula to roles that are more in contact with Capgemini’s global network. Jayanti, who previously headed operations for India, is now the leader for Latin America and the Asia Pacific, and will even join Capgemini’s global HR initiatives.

Explaining the shift of Capgemini India’s role in the new scenario, Yardi said, “rom being a much large scale delivery centre now group expects us to drive far more innovation out of India. Global CEO of Deloitte Punit Renjen also announced a similar shift in profile for the Indian market, set to take on a much larger global role.