In: Operations Management
Emerson Process Management: Accelerating on the Internet
If you were selling automation products for manufacturing
plants, the 1970s were a wonderful time—sales were booming. By
2000, however, the market had changed. Sales had slowed and
purchasers were beginning to think of automation products as
commodities. So many buyers were using fewer suppliers.
That was the situation that the Fisher-Rosemount division of
Emerson Electric faced. How could it attract the interest and
attention of industrial purchasers for services that helped buyers
optimize their plants and processes? Such decisions are made
infrequently and can involve big money, ranging from $25,000 to
$25,000,000. How could Fisher-Rosemount demonstrate in an engaging
and dynamic way the benefits of reworking processes in customers'
existing plants? How could the company show what its
services could accomplish?
Fisher-Rosemount tackled this situation by first repositioning its
services. By looking at the relevant purchase processes from the
customer's point of view, it realized that customers were not
looking for individual products that they had to assemble
themselves, if they had the needed in-house expertise.
Instead, they were looking for complete solutions.
Competitors—especially software vendors—had already realized this.
Seeking to capitalize on their own expertise, the competitors had
assembled product portfolios that included everything from PC-based
process control solutions to supply chain management solutions.
However, although Fisher-Rosemount's repositioning strategy was
similar to that of other industry suppliers, the company had the
advantage of being part of a much larger organization.
Emerson Electric was founded in 1890 in St. Louis, Missouri, to
manufacture reliable electric motors. By 1892, it was selling the
first electric fans in the United States, still one of its major
lines. Over the years, however, Emerson Electric has benefited from
stable management and consistent growth in its product and service
lines. Today, it has over 60 divisions selling a variety of
products from fans to process solutions, from to refrigeration and
air-conditioning technologies to tools for do-it-yourselfers and
professionals, from plastics joining and cleaning compounds to
world-class engineering and consulting services. In 2000, Emerson
reported sales of $15.5 billion—a 9 percent increase from the
previous year. The company also reported increased earnings for the
forty-third year and increased dividends for the forty-fourth year
in a row. To achieve such an enviable record, Emerson stresses
increased growth—particularly in global markets—and
innovation.
One way Emerson stays ahead of the competition is through heavy use
of the Internet. It has over 115 e-business projects under way. In
2000, it transacted 10 percent of its sales (that's $1.55 billion)
online and 70 percent of its 60-plus divisions had Web projects up
and running.
The Internet provides a good channel for selling technical
products. A survey of industrial users of the Internet indicated
that much of the industry (85 percent) has access to the Internet,
and that engineers are among early adopters and frequent users of
the Net. They use the Internet primarily to gather information, but
given the lack of relevant information found there, they spend only
up to three hours a week on the Net. Therefore, it appears that
supplier companies can best increase the value of the Internet in
selling their services by providing more detailed information about
products and services.
The folks at Fisher-Rosemount must have seen this report, because
they chose to develop an information-packed site called ThePlantWeb
(www.plantweb.com). The home page of this Web site provides
visitors with information on ThePlantWeb. Right away, visitors
learn how they can understand today's technologies better, access
information more quickly, reduce costs, and increase revenues. They
can do this by taking advantage of PlantWeb University, which
provides short business courses on how to improve plant
profitability, and engineering courses in which they can explore
leading automation technologies. The page also provides short
"testimonial-descriptions" of companies that have recently used
ThePlantWeb to improve their operations. Visitors who want more
information than that provided by the short testimonials can call
up longer case studies for information. ThePlantWeb News provides
recent examples of new users of ThePlantWeb services and gives a
chronological listing for the last five years of successful
applications of its services.
What is most interesting, engaging, and unusual about this Web site
is a feature called TestDrivePlantWeb. In the test drive, visitors
can see how much PlantWeb architecture can reduce capital
expenditures compared to traditional DCS (Distributed Control
Systems) architecture. What does that mean? Assume that you are a
manager of a pulp and paper plant. Visit the Web site, go to the
TestDrivePlantWeb page, and click on one of the industries listed
on the left side of the page. Click on Pulp & Paper, then
continue with the test drive, and you'll get a diagram showing all
the processes in the pulp and paper industry, from waste treatment
through papermaking, recovery, bleaching, and pulping. By using the
various buttons, such as Customize Areas and Design Cost
Assumptions, you can input data for your plant. All the while, the
site provides an estimate of how much you can save using process
management from Fisher-Rosemount. In addition to a summary of
savings, you'll received information detailing how you would
achieve those savings. Can't you just imagine engineers inputting
various data to see how much they could save? In fact, the site has
proven very effective in attracting new customers. No doubt that's
why TestDrivePlantWeb has won several awards.
What is PlantWeb? According to the Web site, it's a revolutionary
field-based architecture that changes the economics of process
automation. TestDrivePlantWeb allows you to build your own virtual
plant to evaluate the economics of process automation. It employs
an easy-to-use, drag-and-drop interface that allows users to
customize models by adding or deleting process areas, units, or
devices or by adjusting variables such as labor rates and average
wire run. The effects are shown immediately in the summary.
Specific benefits of retrofitting your old plant with automation
from Fisher-Rosemount include reduced process variability,
increased plant availability, reduced capital and engineering
costs, reduced operations and maintenance costs, and streamlined
regulatory compliance.
In 2001, as part of its corporate repositioning strategy, Emerson
Electric renamed the Fisher-Rosemount division, calling it the
Emerson Process Management division. The goal was to enhance the
overall corporate brand and to provide insight into the division's
services. The repositioning also involved the integration of
Fisher-Rosemount with other services in Emerson Electric, such as
Emerson Performance Solutions, in order to provide complete
solutions to purchasers.
Emerson Process Management does not rely only on the Internet to
sell its services. To promote ThePlantWeb, it hired 50 sales reps
(dubbed "PlantWeb Champs") and trained them on Internet technology.
To support their efforts, it used print advertising and direct
marketing to reach prospects that it calls "technical evangelists."
The print ads used brilliant colors and images that contrasted old
and new technology—for example, a weather vane and a weather
satellite. These ads stood out amid the wordy competitor ads
surrounding them. Emerson also used the TestDrivePlantWeb site to
collect names of prospects and their affiliations. It then sent
direct mail to higher-level executives in each organization. The
idea was to intrigue the "technical evangelist's" supervisor, who
was more likely to be involved in the purchase decision. Perhaps
they would meet in the hallway, and the technical evangelist, who
was excited from taking a "test drive" on ThePlantWeb, would
exchange information with the supervisor who had questions about
costs.
Such simple hallway conversations can be the beginning of a process
that takes months to complete. During that time, Emerson sends
prospects promotional materials and invitations to seminars to keep
their interest from flagging. If all of those marketing efforts are
not enough, PlantWeb has a guarantee that the purchaser will reduce
total installed cost using PlantWeb automation solutions as
compared to traditional DCS architectures.
Does this work? You decide. In the first 18 months that
TestDrivePlantWeb was up, Emerson identified 65,000 unique visitors
to the site, and that translated into 850 installations of
ThePlantWeb product.
Questions for Discussion
1. What type of purchase decision is involved in buying solutions to a company's process systems from Emerson Process Management (Fisher-Rosemount)?
2. Who might participate in the buying process? How can ThePlantWeb and the associated marketing campaign impact each of the buying-decision participants?
3. How can ThePlantWeb and the associated marketing campaign affect each stage in the business buying process?
4. What purpose do the testimonials, case studies, and PlantWeb Guarantee serve?
5. Is promotion and selling on the Internet a wise decision for Emerson Process Management? Why or why not? What are the advantages of using the Internet compared with using only personal selling and advertising? The disadvantages?
6. In your opinion, is Emerson wise to reposition itself by branding all of its divisions with the Emerson name? Why would this be beneficial in selling to business markets? How might it be a disadvantage?
Answer 1:
The purchase decision involved in buying solutions to a company's process systems from Emerson Process Management (Fisher-Rosemount) are major purchase decision. These decisions are made infrequently. And big amount is involved in executing such purchases ranging from $25,000 to $25,000,000. These decisions are not easy to take and requires proper analysis and evaluation of products before purchasing.
Answer 2:
Manufacturers that are willing to buy complete automation solutions and willing to reduce the total cost incurred in installation. As the cost of installing PlantWeb automation solutions were comparatively lower than that of traditional DCS architectures.
ThePlantWeb and the associated marketing campaign can impact each of the buying-decision participants by attracting the prospect customers and answering to their queries regarding costs. By telling the benefits of ThePlantWeb and after taking the test drive they can identify the approximate cost that can be saved by buying solutions to their process systems from Emerson Process Management.
Answer 3:
ThePlantWeb and the associated marketing campaign can affect several stages in the business buying process in following manner:
Answer 4:
The testimonials, case studies, and PlantWeb Guarantee serve the one main purpose that is of attracting new customers by providing them information about the companies that have recently used ThePlantWeb to improve their operations. This allows in building new customer base by letting them understand the benefits of purchasing solutions from Emerson Process Management.
Answer 5:
I believe that utilizing internet for promotion and selling is a wise decision for Emerson Process Management. The reason to support my answer is that:
Disadvantage:
Answer 6: