Industry:
Chemistry in the automotive aftermarket
Initial situation
An international industrial group wanted to consistently focus its German sales organization on profitable growth. Existing structures were heavily geared towards maintaining existing customers, while potential customers, new customer acquisition and scaling were not addressed systematically enough. A robust implementation structure was missing.
Mandate & Role
Interim Senior Project Manager with a direct reporting line to the management and the Group Executive Board. Responsible for reviewing the conception and implementation of a growth-oriented sales restructuring.
Objective
- Clear focus on customers with high growth and earnings potential
- Development of scalable sales structures for new customer acquisition
- Freeing up capacities through automation and portfolio focus
- Ensuring sustainable earnings contributions
Procedure
- Establishment of a powerful project and governance structure
- Streamlining and strategic realignment of the customer portfolio
- Reorganization of sales territories based on potential instead of history
- Development of a dedicated hunter structure including recruitment and qualification
- Systematic lead generation and qualification based on external data
- Increasing the degree of automation in order processing
Results
- Consistent shift in sales focus to high-growth customer segments
- Development of a scalable Hunter organization for new customer acquisition
- Qualification of several hundred A-potential leads
- Noticeable efficiency gains through automation and complexity reduction
- Sustainable earnings contribution through structural adjustment of the organization
Added value
The sales organization was transformed from a predominantly reactive existing customer logic to a clearly growth- and potential-oriented sales strategy within a short space of time – with a measurable contribution to earnings and high scalability.