During the insolvency, the shareholders - American and German financial investors - commissioned the interim manager to define and implement a new sales strategy (sales and marketing) in order to enable a sustainable and future-oriented restructuring of the internationally renowned company from the home decor segment. After just 8 weeks, the interim manager had developed a comprehensive strategy paper together with the company's key stakeholders and convinced the shareholders to provide the necessary resources.
Diversified product range and sales channels for new target groups
Together with the internal teams, the interim manager developed a comprehensive product innovation program with product groups such as garden furniture, fashion jewelry and room fragrances, which was also intended to appeal to new target groups. Accordingly, he defined and acquired new sales channels such as garden centers or furniture chains and retailers.
In addition, he introduced systematic market development for existing and new sales channels. The sales teams received a comprehensive training program. At the same time, the sales organization was significantly expanded with new employees and a network of new sales representatives in Austria, Switzerland, the Benelux countries, Italy, Central Europe and Scandinavia.
Other sub-projects in this mandate included:
- Introduction of a profitability-oriented, attractive bonus program
- Development of a sales controlling system
- Introduction of new tools for addressing consumers (on/offline, direct marketing, insert advertising, email marketing, influencer advertising, POS marketing)
Sales team reorganized and high-performing employees promoted
The interim manager attached great importance to quickly identifying high-performing employees who were open to the new strategies and approaches. He systematically promoted these employees and entrusted them with new, additional tasks and management functions. At the same time, after fruitless discussions and intensive efforts on the part of the interim manager, low-performers and "brakemen" were transferred internally or released from their duties.
Changes substantially increase turnover and earnings after just one year
Permanent and largely systematized communication in all directions now ensures the flow of information and forms the basis for an open, positive feedback culture in all directions. In addition, an optimistic, forward-looking and performance-oriented mood quickly developed throughout the entire sales area. This made it possible to implement all measures quickly and professionally in record time. Fundamentally important lead times were cut by more than half.
As a result, sales and earnings increased substantially and sustainably after just one year. The high pressure on the innovation pipeline and strict sales controlling remained critical in order to ensure a market-driven product range change and to systematically support and challenge the sales team. The newly formed team was thus able to continue the strategy very successfully even after the end of the interim mandate. The shareholders later commissioned the interim manager with further projects.
