Microsoft Sales Leadership konference

1. Schneider Electric - Division - Name – Date
Growth through pipeline
transparency
Energy & Sustainability Services – sales acceleration
Brian Hulvi – Vice President, ESS Nordic Baltic

2. We are the Global Specialist
in Energy Management™
24
billion € revenue
(FY 2013)
43%
of revenue in new economies
(FY 2013)
150 000+
employees in 100+ countries
4-5%
of sales dedicated to R&D
A large company, with a balanced
geographical footprint and a commitment
to sustainability

3. Schneider Electric - Division - Name – Date
3
Energy & Sustainability Services …
05-02-2015
Microsoft – Sales Leadership Konference 05.02.2015
A sustainability and energy management lifecycle approach to
engage with clients and assess their needs  In Denmark market leader in Energy
Performance Contracting (ESCO)
B2G: Municipalities & Hospitals
 Global specialist in sustainability and
energy management
 Currently establishing market presence in
Denmark
B2B: Food & Beverage etc.
Frederiksberg
Kerteminde
Sorø
Herlev
Gribskov
Middelfart
Høje Taastrup
Kalundborg
Regionshospitalet
Randers & Viborg
København

4. Schneider Electric - Division - Name – Date
4
The starting point …
05-02-2015
Microsoft – Sales Leadership Konference 05.02.2015
The business had lost momentum …
 Our approach to customers had become
mainly reactive - awaiting RFP from specifiers
 Business lacked growth and suffered from
decreasing margins - increasingly
commoditized and price driven market
 Lack of focus on differentiation and innovation
based on deep customer understanding
 Strong sales and delivery processes but we
lacked rigidity and quality in our execution
(supported in CRM system)
 Market opportunities in B2B not targeted – only
focus upon municipalities (B2G)
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… and a transformation was needed
 Double the business: grow revenue by the
launch of sustainable B2B/B2G sales approach
(C-level sales)
 Increase profitability and support profitable
growth: optimize and establish new business
models focusing on differentiation
 Establish market position within
sustainability and energy management
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5. Schneider Electric - Division - Name – Date
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Our resolution – creating transparency
05-02-2015
Microsoft – Sales Leadership Konference 05.02.2015
Creating a new platform for sales … … and executing a new sales performance agenda
Sales analytical approach
 Defining Game Board:
 Prioritization and
customer segments
 Value Propositions
 Solutions
Sales acceleration readiness
 Transparency towards own sales capabilities and
barriers – starting personal development
 Sharing this within the sales team
to create strongest customer
approach and team spirit
Sales acceleration supported by:
 Increasing our “cadence” (# opportunities, win rate
and reduce cycle time) using pipeline management
and coaching at the core (all management levels)
 Using a coherent sales approach aligned to
customer buying process – with structured and
disciplined sales process with clear Non Negotiable
Standards
 Sales leaders lead and sell - leadership close to
deals with coaching and
commercial skills
enabling an
acceleration and
winning of sales
opportunities

6. Schneider Electric - Division - Name – Date
6
Key elements in our transparency …
05-02-2015
Microsoft – Sales Leadership Konference 05.02.2015
 Physical transparency with pipeline
management at the centre:
Win-room
 We agreed to…
1. Bring energy into the win-room
2. Be honest about our strengths and
weakness
3. Always be prepared and know our
numbers
4. That everything on the “wall” is also in
bFO (CRM system)
5. …
Team principles (ground rules)
 Towards customers and internally:
 Pain chain
 Reference story
 VIP letter
 Spider web
 Win plan
 Value prop / BC
Few sales tools – customer verified
 To have global transparency
everything is put into our CRM
system:
Continuous impact tracking
 Weekly opportunity coaching and
pipeline management meetings:
New “rhythm” – weekly meetings

7. Schneider Electric - Division - Name – Date
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 Make sure Top Management steps on to the
scene in “joint learning’s” efforts with the entire
sales organization and drives the transformation
 Focus upon sales management to create a
sustainable performance agenda – e.g. via
focused training
 Keep it simple – we used existing sales process
and choose a few but effective customer
confirmed sales tools – rooted in CRM-system
 Mobilize the existing sales organization via kick-
off’s and assessment – focus on individual sales
development
 Get the help/support early in the process
What are our learning’s?
05-02-2015
Microsoft – Sales Leadership Konference 05.02.2015
What would I do different next time?
 Drive a higher number of new sales
opportunity into the pipeline - rather than
trying to fix existing portfolio/opportunities
 Sales Management should be more
strict/demanding when it comes to deadlines,
quality of sales tools and use of CRM system
 Remove “low performers” earlier
Recommendations – this worked:
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