A North Rhine-Westphalian company for digital medical technology products with an annual turnover of around 20 million euros and 250 employees was experiencing sales problems. The company was eventually taken over by a large industrial group. The acquiring company hired the interim manager to realign the sales department of the new acquisition.
Analysis: Sales force without a clear strategy and understaffed in terms of content and personnel
In his analysis, the interim manager identified numerous weaknesses in the medical technology company's sales department. Two aspects in particular were decisive for the sales organization's lack of impact: The sales strategy was erratic and kept changing. In addition, the sales organization was very weak in terms of both content and personnel in the field and back office. This is where the interim manager came in.
Developing a new sales strategy and communication culture
The interim manager's first step was to work with the new management team to develop a resilient strategy. This strategy now provides for the sales territories in Germany to be restructured. Abroad, a partner strategy was to be adopted; three to five country groups were to be managed by regional sales managers. Key account management was planned for Austria and Switzerland, as there is a high density of partners and end customers to be supported there.
Numerous formats for exchange improve communication decisively
Another challenge had to be overcome before the strategy could be implemented. In order not to jeopardize the success of the project from the outset, the company's internal communication culture had to be improved. The interim solved this challenge by creating formal and informal communication platforms: employees can now exchange ideas in small groups at virtual get-togethers, face-to-face meetings (physical and virtual), coffee breaks with a matchmaking function and in break-out rooms. Intranet pages ensure targeted access to specific information. The interim manager worked with the sales management team to find moderators from the team to moderate these formats. The online forums are maintained by the marketing department. Regular feedback loops ensure that the communication concept is continuously developed and optimized and that adequate engagement is guaranteed.
Sales units realigned and sales team strengthened
The basis for the operational realignment was laid with a new strategy and new communication culture. Together with the sales executives, the interim manager first analyzed the German-speaking market in terms of customer structure and potential. Previously, very promising customers had been inadequately supported by the sales department. However, this was not exclusively due to the sales staff. Rather, the sales departments were too large. So the interim manager reduced the size of the districts. He also defined binding visit plans with the sales staff. The interim manager also convinced the management to hire new employees and thus ensure regular and continuous support for existing and potential customers.
The interim manager developed a key account management system for Austria and Switzerland. In the international area, he visited all customers regularly and reactivated inactive customers. He also acquired new distribution partners and direct customers. He also developed a system for trade fairs that ensures the stringent follow-up of leads.
Back office developed into an efficient supporter of the sales teams
Without support from the back office, even the best sales team is at a loss. This is why the interim manager developed the back office into an efficient supporter of the sales teams. The first step was to increase the number of staff. Internal reassignments made it possible to avoid hiring new staff. The expert also ensured that processes were optimized and digitalized. He also eliminated bureaucratic and administrative hurdles.
One example: customers often had to wait a long time for concrete offers. Deadlines were exceeded for tenders. There were two main reasons for this: Sales often lacked the necessary scope to make decisions. There was also a lack of guidelines and checklists. Therefore, at the suggestion of the interim manager, an online tool was developed with which sales employees can create quotations on site within minutes. This online configurator reduced waiting times from several weeks to zero.
Reorientation brings record sales in numerous markets
After 25 months, the interim manager was able to successfully complete the mandate. Together with the sales team, he was able to rebuild the crumbling confidence of the market. The mood in the sales team itself had also turned around: key account managers who were about to resign now form the pillars of a successful field team.
The company achieved new sales records in Austria, Sweden, Norway and Russia. In Portugal, the UK, Switzerland, the Netherlands, Saudi Arabia, Bahrain, Qatar, Singapore and Australia, annual sales doubled. All in all, these successes meant that the Group was able to go public earlier than planned.
