A medium-sized German IT service provider had expanded its product range to include solutions in the field of "agile methods" and was now planning a realignment in sales. The interim manager was hired to develop the sales strategy and train the sales staff. He faced several challenges in this mandate. On the one hand, the company had hardly conducted any market analysis for the new product group. On the other hand, the plan was for technical consultants to take over sales.
After market analysis, sales strategy developed and target groups identified
In the first sub-project, the interim manager worked with the management of the new business area to develop the basis for a sales strategy. In a detailed analysis, he identified relevant markets and sectors, in particular markets with high demand for agile methods and IT solutions. He then defined specific target groups. In doing so, he focused primarily on medium-sized companies and public sector clients, which offered great potential for long-term business relationships.
Based on the market analysis, the interim manager then selected entry-level products that would serve as a door opener for sales with new customers and form the prelude to larger orders.
Developing a tailor-made training program for sales
Once the sales strategy had been agreed in terms of content, the interim manager set about training the sales team for the new product class. It had already become apparent during the analysis that the active sales employees were not suitable for the technically demanding consulting on agile solutions. In turn, the technically qualified IT consultants had no experience in direct customer contact and proactively acquiring projects.
In order to remedy these shortcomings, the interim manager developed a training program for the IT consultants. One particular challenge was to overcome the consultants' reservations about sales tasks. The interim manager's workshops and training sessions for the IT consultants initially focused primarily on basic sales skills such as needs assessment, conducting discussions, dealing with objections and closing deals.
IT consultants supported in approaching new customers in the first few weeks
After completing the initial training, the interim manager accompanied the IT consultants during the first few weeks and supported them in actively approaching target customers and sectors. Acquisition tools such as cold calling, lead nurturing and target group-oriented online webinars were used in a targeted manner.
New sales strategy strengthens market position: important new customers acquired
By developing and implementing the new sales strategy, the interim manager made a significant contribution to the IT service provider significantly strengthening its position in the agile IT services market and acquiring new customers and projects. This included successfully entering the market with a DAX company. The company was also able to successfully position itself with two public sector clients thanks to the new sales strategy.
