PRISMA – From Individual Creativity to Effective Standard Marketing and Sales Processes

Client Challenge

Within the German express division of one of the world’s leading logistics service providers, there was a growing awareness that the Marketing & Sales organization was not adequately coordinated. This resulted in duplication of effort, and some processes remained completely unaddressed for an extended period. Individual coordination processes cost time, energy and nerves.

Mandat Intervention

In collaboration with an extensive project team which represented all of the relevant aspects of performance processes in marketing and sales, we created project “PRISMA” (Process Improvement Sales and Marketing). The aim of the project was to make work more effective and efficient, to increase quality and customer satisfaction in the medium term and thus create the conditions for higher turnover.

We planned the project in a two-day kick-off meeting with the stakeholders, and afterwards ensured that the 11 sub-projects were planned just as precisely.

As a first step, we focused on the main sales channels (industry sales, telesales, consumer direct) as well as customer care and sales management in order to clarify interfaces and identify bottlenecks.

For each core process we defined a process owner (business process owner), who was involved in the project through the respective sub-project managers.

In view of the size of the project team, we developed a standardized project reporting system and a sub-project profile so that project participants could always obtain information about the relevant aspects of sub-projects at a glance.

We assisted in defining and establishing a quality management system designed to support the marketing and sales departments over the long term through sensible and appropriate standardization.

We worked with those responsible to develop a process landscape for the entire express business. We worked on the content of a survey of all current processes and the definition of target processes and interfaces in order to create a new process-oriented sales and marketing organization within the internal company systems.

Results

The sales process in the company’s 28 branches in Germany has been standardized and designed according to a best-practices principle.

Process performance is now measurable according to clearly defined key performance indicators.

Employees can be trained faster based on clear training documentation.

The established quality management system is certified according to ISO 9000.

The time required to link customer systems with service provider systems has been reduced by about 50%.

The prerequisites for higher quality in marketing and sales, for greater customer satisfaction and for stronger sales growth have been created.

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