1. Achieving
Sales
Excellence:
Managing
strategic
change
in
sales
direc5on
across
regions
Chris'an
de
Loës,
B.Sc,
PMP
Managing
Director
Prosensit
Management
Consul'ng

2. 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

3. 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

4. How
Sales
where
managed…

5. Sales support tools
CRM
Other
Sales
Tools
One standardized sales process will enable sales
growth
Create Sales
Opportunities
Create Sales
Opportunities
Customer
Buy-in
Customer
Buy-in
Preparation of
proposal
Preparation of
proposal
Get
acceptance
Get
acceptance NegotiationNegotiation Contract
Handshake
Contract
Handshake
SDP1 SDP3
Contract
Execution
Contract
Execution
Final Accept
and Payment
Final 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 Responsible
Customer Solution Responsible
Core Three
Account/Commercially Responsible
10% Growth
Net Sales!
The
Objec've

6. Change
Management

7. Change
Management
Challenge

8. Applied
Change
Management
WHEREWHY
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

9. 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

10. The
Objec've
10% Growth
Net Sales!

11. 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

12. 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

13. 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

14. 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

15. The
End
Result
10% Growth
Net Sales!
14%
Growth Net
Sales!

16. Q
&
A
Chris'an
de
Loës,
B.Sc.,
PMP
chris'an@prosensit.com
+46
70
603
65
58