Implementing a customer-centric, future sales model
Challenges
A new sales strategy had been developed, but there was no game plan for how to apply it throughout the organization. Although different projects were working on parts of the strategic target picture, an integrated view on the future operational setup and how it worked together didn’t exist yet.
Overall, the solution needed to align stakeholders, operations and initiatives, laying the foundation for future project decisions and increasing sales performance.
Approach in detail
Analysis of status quo and definition of assumptions
We analyzed existing target pictures for sales operations (processes, IT, organization, governance, steering) by interviewing middle and top management as well as by evaluating available content on the maturity level of the operational setup. We defined boundaries and preconditions for the operating model, including the vision, basic assumptions, and business focus topics, such as omni-channel management.
Elaboration of target picture for sales operations
Along with stakeholders, we identified the requirements for operational core topics based on customer journeys. As a second step, we developed target pictures for operational interactions to figure out how it will all work together. This included process flows; IT functions and architecture; organizational structure and roles and responsibilities; goal setting and steering; budgeting logic between different business areas and sales levels (market, region, HQ).
Development of one integrated operating model framework
We developed an operating model framework that covers all operational core topics, such as data management, price steering, etc.
Definition of future collaboration model
Within the framework, we defined a collaboration model for all operational core topics between all organizational levels (from HQ to regions and markets), meaning the substantial governance structure. Additionally, we identified key roles and responsibilities as well as steering elements, ranging from budgeting processes to P&L responsibilities, and more.
Created impact
200+
stakeholders aligned on business and operating model
9
interacting frameworks for operational core topics defined (data, pricing etc.)
1
integrated company-wide operating model for sales developed
