The challenge was to find strategic markets with buyers and possibly also distributors. Overall the project was very successful and the client became significantly more market oriented. The new sales organisation succeeded in signing new customers and finding new money and business opportunities.
Background
The client, part of one of Europe's largest energy companies, producing mainly oil and gas, employs approximately 20,000 people worldwide. The segment in question produces and market lubricants to mechanical repair shops. The short-term objective was to make an impact on the Nordic market and raise the brand awareness fundamentally, and long-term to roll out the brand globally, starting with Europe.
The challenge was to find strategic markets with buyers and possibly also distributors who could help to determine the use of different qualities of lubricant.
Implementation
The first step was to create a business mission for the global market, targeting specific markets and customers. After that a message for the Nordic users was developed, and efforts were focused on making the sales process more efficient.
In Phase 1, Mantec jointly with the Management Team established a structure for improvement, which consisted of the following strategic areas:
- Creation of a Balanced Score Card with relevant KPIs
- Formation of a global mission and strategy
- Definition of market and segment
- Unique values where defined and added to the concept, We added different levels of services to specific end customer groups
- Definition of sales and marketing process
- Development of resources, roles and competence profiles
Phase 2 started actual implementation, targeting first the leaders and then the whole organisation, via these activities:
- We changed the external message and communicative platform, focus were put on client brand rather than product brand
- Change teams were formed to get a quick start, we focused on some customers where we had a potential to fulfil their needs
- Improvement teams were formed, to work with the sales process
- A leadership for change were implemented
- New management tools and systems were utilised
In Phase 3 training and coaching were initiated and special needs within the sales organisation were accommodated, focusing on the following key areas:
- Define my part in the sales process
- Sales Leader training and coaching
- Sales training, techniques and behaviour
- Customer mapping
- Sales resource; coaching planning and manning.
Results
Overall the project was very successful and the client became significantly more market oriented. The new sales organisation succeeded in signing new customers and finding new money and business opportunities.
In Europe:
- 50 new customers were found within 6 months
- Sales increased by approximately EUR 30 million.
In the Nordic region:
- Sales were moved into five different customer segments
- Sales increased by 35%, equivalent to approximately EUR 20 million annually
- Profit margin improved by 1.5%.