Shaking up a Sales Region

Client Challenge

Our client, the sales director of a successful and profitable publicly listed company with more than 3,000 employees, had a dark spot on his sales map. A price war, triggered by a competitor’s ruthless claim to market share and stoked by a lack of internal coordination in sales, was raging in one of the company’s sales regions. The region did not have the critical size to withstand the pressure over the long term; and yet, profitable growth was high on the company’s agenda.

Mandat Intervention

With the executive board member responsible for sales, the head of the sales region and those responsible for the affected branches, we worked to rapidly and precisely identify the principal causes of the prevailing economic state and market share situation of the branches.

We formed a project team from each of the branches. As an immediate measure, a further branch was assigned to the region to reinforce the company’s impact on the market.

We developed measures for the three most important levels: 1) market and customers, 2) operational efficiency, 3) competition monitoring. A lean project management process ensured that the measures were implemented.

Throughout the project we made sure that the new, proven procedures were transferred to routine processes.

Results

Within a year, there was a tangible halt to the negative earnings trend, which subsequently turned positive.

Customers rewarded the company’s new initiatives with additional purchases.

The ambitious target for the new financial year was achieved.

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