A specialist supplier of technically sophisticated products for the pharmaceutical industry with around 650 employees was looking for the head of the international sales team. The candidate was to manage both sales and sales controlling.
The European sales division of this part of a global company was very profitable. However, due to consolidation in the pharmaceutical industry, the division was no longer as focused on customers as necessary. The distribution of customers within Key Account Management was no longer balanced in terms of geography and personnel. Although sales controlling provided figures for the company's internal reporting, it was not yet used to manage sales. The interim manager was therefore tasked with strategically and operationally realigning sales and integrating sales controlling in a controlling capacity.
Regular sales meetings - realignment of key accounts
In an initial approach to aligning international sales, the interim manager implemented a regular sales meeting. This improved communication between colleagues spread across several countries. The meetings also enabled more personal management of the team.
When comparing the customers by geography and personality with the key account managers in the team, it became clear that significant adjustments were needed. The interim manager drew up a plan that restructured the team's assignment to large customers. To this end, a colleague was trained in Italy, a new colleague was recruited in France and Russia and a colleague was let go in England. The customers reacted positively and with satisfaction.
Sales team significantly more motivated thanks to active leadership
The restructuring also took place with good understanding within the team. The active and appreciative leadership of the interim manager was previously unusual for the key account team and led to very positive motivation.
Structured processes and interfaces in sales controlling
The interim manager developed a clearly structured system of processes and internal interfaces for sales controlling. It was also entrusted with the task of providing clearer support for the sales process. The new processes facilitate the preparation of offers in harmony with all parts of the company. They also allow the individual key accounts to focus their work and prioritize it in dialogue with their customers.
Improved collaboration also means that controlling is regularly integrated into sales meetings. The objective facts also make it easier to manage the team. In addition, the interim manager initiated a better focus on soft skills in the disciplinary, sales management of the individual key account managers.
