A leading global software manufacturer for digital marketing with 2,000 employees in Europe had reorganized its European management. The aim was to be able to better scale the consulting services in order to be able to introduce the software products to the most important customers more quickly. To this end, sales and consulting were separated. The role of European sales manager was created as part of the reorganization. The interim manager was given the task of establishing this role and handing it over to a defined successor.
Business rhythm: Overhaul of sales processes driven forward
After analyzing the previous sales processes, the interim manager renewed key processes. A key element of this was the introduction of a common business rhythm. The tried-and-tested processing of milestones enabled an effective approach for customers and a reliable sales process. By introducing the business rhythm, the interim manager reduced the number of ad-hoc appointments and coordination processes, among other things. He also synchronized the procedure and employee deployment.
Balanced scorecard developed with the directors of the European countries
For further growth, alignment with customer strategies and software innovation was crucial. To this end, a balanced scorecard was drawn up with the directors of the European countries, taking local circumstances into account. Two consulting areas were handed over to partners and a new consulting area was established.
In addition, the interim manager sharpened the responsibility of the various roles in sales and implemented the role of a solution architect. This allowed for more in-depth customer analysis and higher-quality offers. In addition, the interim manager coached the sales staff to better recognize and exploit sales opportunities - thus increasing the number of orders won.
He also promoted closer collaboration between consulting and software sales to ensure seamless customer support and improve customer understanding.
Furthermore, he hired 20 new employees in Europe and India for further scaling. The integration of the team from India allowed the takeover of defined customers and increased the capacity for quarterly planning and quarterly closing.
Improvement measures increase turnover to more than EUR 100 million
The common business rhythm as a sales method was an important key to the significant increase in turnover to more than EUR 100 million per year. The sales method ensures stable, reliable forecasts of incoming orders and the fulfillment of quarterly targets.
