The managing partner of a globally active, medium-sized manufacturer of medical device systems and instruments used in operating theaters hired the interim manager to integrate various functional areas into a new Customer and After Sales Services division. He was also tasked with developing the business as quickly as possible with new products and services in a strategic, customer-oriented and profitable manner. He was also tasked with restructuring the maintenance and repair services.
The other managing directors, managers and employees only found out about the interim manager's appointment three days before he started. The interim manager therefore encountered insecure managing directors who feared for their influence, agitated, anxious managers and employees who believed they were losing their homes. Incomprehension, worry and anger, but also ideas for the desired innovations characterized the first confidence-building discussions.
Target picture developed based on market trends, customer requirements and partner management
In the next step, the interim manager developed an initial rough target picture that showed the direction for the realignment. This included market trends, customer requirements and benefits, partner management, products, services, core business processes, divisional structures, integration into relevant interface areas and reporting structures as well as KPIs. He developed and communicated the concept ideas in many discussions with managers and employees. Joint customer visits, reflection on complaints and analysis of operational key figures such as throughput times or first pass yield gradually made the need for realignment clear and understandable. After a few weeks, worries and concerns faded and made way for motivation and commitment.
After just three months, a completely new mindset prevailed in Customer Service and After Sales Service. The managers and project and process managers trained by the manager took on more and more responsibility in project management functions.
Roadmap for the reorganization of global after sales services as a profit center
During the course of the mandate, the interim manager led a large number of sub-projects. After developing the roadmap for the reorganization of global after sales services as a profit center, he took over the conception of the digitalization strategy. Among other things, this included a consistent focus on a customer view philosophy and customer experience management. He also initiated a management culture that thinks more in terms of end-to-end business processes and value streams. To this end, he worked with the teams to develop efficient, standardized core business processes, for example for maintenance, repairs, updates, upgrades and retrofits. Accordingly, he reorganized areas such as sales, customer services, order management, complaints management, logistics, technology, applications, call centres/hotlines and loaner equipment management and introduced lean methods such as store floor management.
Introduction of SAP Customer Service and KPI dashboard
The implementation of SAP Customer Service (SAP CS) was one of the most important sub-projects for greater transparency. The interim manager and his team supported the implementation. He had previously developed the requirements for integrated processes and meaningful reports. The company now also has a KPI dashboard that provides all relevant information along the customer services and after sales value chain.
Moving products and innovations much closer to the needs of the market
The interim manager also made a significant contribution to developing the service business as a whole by qualifying and certifying employees, partners and subsidiaries. He diversified the product and service portfolio to include product innovations (including the contract portfolio, updates, retrofits) and new business models (including replacement programmes for components).
The intensive and organizationally strengthened cooperation between product management, sales, development and quality management meant that products could be improved in a targeted manner and innovations moved even closer to the needs of the market.
New After Sales Services division significantly increases sales and earnings
The sub-projects were combined, component by component, to form a successful Customer Service and After Sales Services division. Turnover and earnings grew significantly, the efficiency of processes and the quality of products and services increased. Both the company's customers and its partners and subsidiaries were very satisfied with the results. The valid data from the reporting creates transparency for evidence-based decisions - and the economic structuring of prices and conditions.
The project at a glance
- Building a profitable After Sales Services division
- Target image developed based on market trends and customer requirements
- New mindset created for the start
- Roadmap for the reorganization of global After Sales Services as a profit center
- Introduction of SAP Customer Service and KPIDashboard
- Products and innovations brought much closer to the needs of the market
- New division significantly increases sales and earnings
