Amer Sports, Inc. · NYSE:AS
Amer Sports — Investor Day (May 2009)
23 slides from Amer Sports's investor day presentation, May 28, 2009
Slide 1: Sales and Channel Management Development and Integration Plan
CMD 2009 Sales and Channel Management Development and Integration Plan Thomas Ehrnrooth, Senior Vice President May 28, 2009
Slide 2: Strong global brands, strong local management
STRONG GLOBAL BRANDS AMERICAS EMEA ASIA PACIFIC STRONG LOCAL MANAGEMENT
Slide 3: Strategy post-Salomon acquisition
Strategy post-Salomon acquisiton • To be profitability-driven • To have a common and clear structure • To have a standard mode of operation • To be transparent Merge Amer Sports and Salomon sales teams 3 May 28, 2009
Slide 4: Today's set-up
Today’s set-up Amer Sports Back Office Country Management S&D – Logistics, customer service, key account management G&A – Finance, accounting, administration, legal, HR, IT, facilities etc. Front Office Middle Office WILSON ATOMIC SUUNTO PRECOR SALOMON Marketing Marketing Marketing Marketing Marketi
Slide 5: Sales & Channel Management
Sales & Channel Management • Vision: To become a reference sales organization in the sporting goods industry. • Mission: We maximize the time our sales teams spend on selling by developing and harmonizing our processes, reducing administrative responsibilities, and developing new channel opportuniti
Slide 6: Key Programs
Key Programs • Global One Order To Cash process harmonization • Development and integration: – Streamlining the organization – Out of silos – Maximizing synergies – Internationalization • Retail development
Slide 7: Global One Order To Cash Process Harmonization
Global One Order To Cash Process Harmonization
Slide 8: What is the Order To Cash (OTC) process
What is the Order To Cash (OTC) process Everything that happens within the sales organization from: The sell-in preparation The after sales services • Global sales planning • Warranty management • Sales force automation tools • After sales services and product maintenance • Other order collection to
Slide 9: Targeted benefits of harmonized OTC process
Targeted benefits of harmonized OTC process • It is a business opportunity – Sales programs that strech over single brands – Common reporting tools and reports to drive the business • It is a possibility to streamline processes and work more efficiently – Customer service efficiency – Best practice
Slide 10: Global ONE OTC deployment
Global ONE OTC deployment US & Mexico / Nordics EMEA-Central Export Canada Template Russia EMEA- UK EMEA-West East / Japan / Exports China 2009 2010 2011 Countries: 5 8 12 14 16 17 18 10
Slide 11: Benefits of G1 OTC implementation
Benefits of G1 OTC implementation • A more effective organization • A more efficient organization • Further integration possibilities 11
Slide 12: Sales organization development and integration
Sales organization development and integration
Slide 13: Amer Sports sales organization in 2008
Amer Sports sales organization in 2008 • 27 sales offices – 18 EMEA, 4 Americas, 5 Asia Pacific • 1 662 employees – 972 EMEA, 345 Americas, 345 Asia Pacific • Average employees per sales office (including back office functions): 59 • Average sales per sales office: € 35 652 104 – Average sales per s
Slide 14: Harmonized processes but different regional models
Harmonized processes but different regional models David Deasley, Canada Mike Dowse, ASWO Juan Carlos Aziz, Lat Am Michael White, EMEA Matt Gold, APAC
Slide 15: Key integration projects
Key integration projects • Streamlining the organization • Out of silos • Maximizing synergies • Internationalization 15 May 28, 2009
Slide 16: Streamlining the organization: EMEA
Streamlining the organization: EMEA Vision: A regional organization divided into zones operating over borders with several centralized functions resulting in lighter reporting and more time for selling. Benefits: to our customers internally – Managers get more time for customers – Less administratio
Slide 17: Further integration projects
Further integration projects Out of silos: Asia Pacific • Old countries • New countries • Japan – out of the silos Maximize synergies: North America • Vision: A more effective and more efficient sales model for Wilson USA, Amer Sports Winter & Outdoor, and Amer Sports Canada Internationalization: Ar
Slide 18: Results of integration projects
Results of integration projects Qualitative • More Amer Sports leverage towards the customer • More agile sales organization • More time spent on selling • Increased synergies • Enhanced best practices sharing • Easier organization to manage Quantitative • Clear cost savings 18 May 28, 2009
Slide 19: Retail development
Retail development
Slide 20: Retail strategy
Retail strategy • Amer Sports retail is focused on the softgoods category. Salomon and Arc’teryx have retail operations, with Salomon having the seasonal offering Pascal Clausse, Amer Sports for a full-year retail presence. Retail Development • Wilson has retail operations in Latin America through i
Slide 21: Group Retail Principles
Group Retail Principles Own Brand Partner store Shop-in-Shop Own Factory Outlet Resort format e commerce store Portfolio Monobrand Monobrand Monobrand Multibrands Multibrands Monobrand Categories Softgoods & Softgoods & Mainly Softgoods & Hardgoods & Softgoods & Hardgoods & Hardgoods & Softgoods & H
Slide 22: Amer Sports retail network, May 2009
Amer Sports retail network, May 2009 Number of doors Total Total number of 92 Brand shop fronts 70 8 8 5 1 Shop in Shops 100 8 63 30 1 1 203 Vision • To have a network of Salomon brand stores achieving more than 10% of softgoods sales by 2012 • To more than double our brand shop fronts by 2012
Slide 23: Amer Sports
AMER SPORTS AMER SPORTS PERFORMANCE PRODUCTS FOR ALIWE SPORTS SALOMON ©&> Wikon SUUNTO A ATOMIC MPRECOR ARCTERYK Cmavic)D