Achieving  Sales  Excellence:    Managing  strategic  change  in  sales  direc5on    

across  regions  

Chris'an  de  Loës,  B.Sc,  PMP  Managing  Director  

Prosensit  Management  Consul'ng  

Boos5ng  Sales  &  Sales  Efficiency  –  Background  and  Direc'on  

Change  Management  Challenge  –  Aligning  500  persons  in  8  countries  &  cultures  –  Key  Success  Factors  –  How  we  did  it  

Conclusions  –  Achievements  &  reasons  for  the  success  

Content  

Background  •  ”Opera'onal  Excellence”  to  

strengthen  world-­‐class  efficiency  •  Central  decision  to  implement  One  

Sales  Process  (OSP)  across  the  Group  •  Global  Program,  1  Global  PM+  1  PM/

driver  per  subsidiary  •  Objec've:  Implement  OSP  at  

account  level  before  year  end  •  500  persons  in  8  countries  to  aYend  

Sales  Process  training  

How  Sales  where  managed…  

Sales support tools

CRM

Other Sales Tools

One standardized sales process will enable sales growth

Create Sales OpportunitiesCreate Sales

OpportunitiesCustomer

Buy-inCustomer

Buy-inPreparation of

proposalPreparation of

proposalGet

acceptanceGet

acceptance NegotiationNegotiation Contract HandshakeContract

Handshake

SDP1 SDP3

Contract ExecutionContract

ExecutionFinal Accept and PaymentFinal Accept and Payment

SDP4SDP2

Submit Proposal

Pursue Sales Opportunity

Sign Contract

One Sales Process

• Internal and external (i.e. customer) accountability

• Clear and common way of working

• Standardized and effective sales support tools

Verdi

Contract Fulfillment ResponsibleCustomer Solution Responsible

Core Three Account/Commercially Responsible

10% Growth Net Sales!

The  Objec've    

Change  Management  

Change  Management  Challenge  

Applied  Change  Management  

WHERE WHY

HOW FOLLOW-UP

Diagnosis and the actual situation Why to change

Our Vision Where to go (Objectives) The Frames

Implementation plan Communication plan

How to sustain the change ? Where did we go? Next goals or vision

Why  One  Sales  Process  ?  •  Enable  clear  roles  and  responsibili'es  •  Ensure  consistent  sales  opportunity  evalua'on  &  -­‐

qualifica'on  •  Enable  global  opportunity  priori'za'on  and  follow-­‐up    •  Enable  informa'on  sharing  by  common  nomenclature  •  One  sales  process  means  a  simpler  way  of  working  •  Less  repor'ng  -­‐  the  one  sales  process    

defines  clearly  which  tools  that  are  to  be  used  for  repor'ng  

The  Objec've  

10% Growth Net Sales!

Main  Milestones  •  Phase  1    

–  Buy  in  and  Sense  of  Urgency  –  Sales  Process  Alignment  –  Sales  Portal  –  Development  of  Training  Material  

•  Phase  2  –  Dry  Run  –  Deployment  (  16  Training  session  +  Catch  ups)  – Make  the  change  s'ck  

Deployment  Strategy  •  Dry  Run  to  verify  Training  Material  and  –  content  •  1-­‐2  Champions  to  be  assigned  per  account/other  org.  •  Sales  Process  portal  •  Development  and  implementa'on  of  Fast  Track  Sales  Process  •  Bi-­‐Weekly  NewsleYer  •  Syncronisa'on  of  Training  schedule  with  related  projects  •  Con'nous  course  evalua'ons  and  –improvements  •  Liaison  with  corporate  Sales  &  Marke'ng  

Sustaining  the  change  Sales Team (Users)

One Sales Process Champions (OSP)

Market Unit Champions(Sales/Solution/Project)

•  Sales Process incorporated in Sales Opportunity Management tool (CRM)

•  Monthly Hit Rate follow-up

•  Quarterly checks on Sales Process usage

Key  Success  Factors  •  Top  Management  Commitment  and  Support  (BONUS)  •  Managing  the  Human  side  of  change    •  Communica'on  (Portal,  NewsleYer,  Stakeholder  mee'ngs)  •  Clear  objec'ves  to  measure  the  level  of  change  success  •  CommiYed  Team  •  Follow-­‐up  in  place  (to  sustain  the  change)  •  Sales  process  and  ways  of  working  incorporated  into  CRM  

The  End  Result  

10% Growth Net Sales!

14% Growth Net

Sales!

Q  &  A  

Chris'an  de  Loës,  B.Sc.,  PMP  chris'an@prosensit.com  

+46  70  603  65  58