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Drawing up contracts digitally

Vodafone’s management presents project team with the “Well Done!” award

Vodafone is now able to draw up framework contract for business clients within a single day. For this outstanding team achievement, Vodafone’s management presented all employees and external partners involved in the project with the “Well Done!” award.

The state-of-the-art price configurator allows sales departments to digitally set up mobile phone contracts and instantly send them off via email. To put this in perspective: In-house processing used to take as long as 30 business days.

As a part of the project, Sickel & Team were asked to develop and realise a comprehensive webinar series to serve as a Virtual Live Training Course. Within a very short time the new pricing configurator brought more than 500 sales staff closer together. Among sales staff the webinars led to far more acceptance and willingness to use the new system and processes long-term.

The management of Vodafone Germany created the “Well Done!” award to honour great team performance. ExCo presents the award once a month to project teams that achieved an outstanding success.

Goal: Increasing DSL sales in all POS

Company profile
  • One of the largest telecommunication companies in Europe
  • Annual sales: approx. EUR 8 billion
  • Customers: B2B customers, private customers, partners
  • Employees: 11,000
  • 1,600 POS
Additional project goals
  • Developing an integrated approach to customer needs
  • Selling based on customer benefits, not only based on competitive prices
  • Improving the application of internal processes
  • Market positioning as an integrated telecommunication provider
Solution
  • Finding best practices in the top POS
  • Developing a company-specific coaching programme (sales and technology)
  • Fast communication of results with all involved
  • So far, implemented in 980 POS in Germany
  • Incorporating the new IT applications (DSL) in the coaching programme
Success factors
  • Roll out in all POS in minimum amount of time
  • Actively involving internal departments
  • Incorporation into established sales techniques, which are then promoted long-term
  • Increasing sales results in a short period of time
  • Coaches with a long track-record in sales

“This is a first: Never before was such a project commissioned a second time right after the initial roll out due to the project’s outstanding results.”

Goal: Introducing and using new CRM long-term

Company profile
  • One of the largest telecommunication companies in Europe
  • Annual sales: approx. EUR 9.6 billion
  • Customers: B2B customers, private customers, partners
  • Employees: 11,000
  • 1,600 POS
Additional project goals
  • All sales staff use CRM system
  • Long-term effect on sales results
  • The tool is used in all sales channels
Solution
  • Developing an integrated approach to sales processes
  • Explaining how the tool benefits sales, not only explaining the tool itself
  • Simple easy-to-follow steps
  • One-day training course
Success factors
  • Roll out in minimum amount of time
  • Actively involving internal departments
  • Involving implementation managers
  • Reducing sales staff’s aversion against the CRM system based on negative experiences with the old system
  • Quickly integrating the old data set

Goal: Turning from a product provider into a solution provider

Company profile
  • One of the largest telecommunication companies in Europe
  • Annual sales: approx. EUR 9.6 billion
  • Customers: B2B customers, private customers, partners
  • Employees: 11,000 employees
  • 1,600 POS
Additional project goals
  • Consistent sales process
  • Developing an integrated approach to customer needs
  • More contact with customer’s high-level management
  • Selling based on customer benefits, not only based on competitive prices
  • Avoid comparability
Solution
  • Developing an integrated approach to sales processes
  • Analysis of the customer’s buying center
  • Creating customer-specific action plans for individual sales projects
  • Simple easy-to-follow steps
Success factors
  • Roll out in minimum amount of time
  • Actively involving executives
  • Incorporating the new measures into the CRM system

“I did an integrated assessment of customer needs and thanks to this I could triple my sales with some of my customers.” Sales rep, SME.

Goal: Parquet sales; increasing market share parquet vs. laminate; 1-day product and sales training (parallel)

Company profile
  • Leading DIY group
  • Alliance with Kingfisher
  • Broad DIY product range
  • Customers: end-users and business customers
  • Employees: 10,595
Additional project goals
  • Benefit-oriented sales strategy with emphasis on needs analysis
  • Tailored arguments emphasising benefits
Solution
  • Strategy development in collaboration with specialist trainer
  • Immediate implementation of specialised information in various sales situations
  • Collaborating with DIY store managers
  • Attractive tandem training
Success factors
  • Strong support by DIY store manager and company management
  • Roll out in all DIY stores
  • Focusing on medium-term success

“Specialist training in combination with sales training is a first for me. It taught me how to make use of my specialist knowledge to effectively meet customer needs. This gives me more confidence when assisting customers.”

Goal: Increasing kitchen sales

Company profile
  • Leading DIY group
  • Alliance with Kingfisher
  • Broad DIY product range
  • Customers: end-users and business customers
  • Employees: 12,811
Additional project goals
  • Benefit-oriented sales approach with emphasis on needs analysis
  • Selling based on customer benefits, not only based on competitive prices
Solution
  • Allowing own experience to influence the new concept
  • Immediate implementation of specialised information in various sales situations
  • Collaborating with DIY store assistants
  • Attractive training and coaching courses
Success factors
  • Strong support by management
  • Affecting positive change in the way kitchen sales are viewed in DIY stores
  • Roll out in all DIY stores
  • Focusing on medium-term success

“We managed to increase our sales hit ration by 36%.” Project leader kitchen sales

Goal: Training the new sales staff – who have remarkably different levels of expertise – and involving the old hands

Company profile
  • German company
  • Has developed and produced innovative dental materials for 40 years
  • Their products have been recommended numerous times in “The Dental Advisor”
  • Customers: dentists, labs, university hospitals
  • Employees: 450
Additional project goals
  • Further training of executive staff
  • Strengthening the team spirit
  • Clarifying how technical features fulfill customer needs
  • Support during a new product’s pre-marketing phase (global innovation)
Solution
  • Sales and product training (parallel)
  • Classic sales training
  • Field training
  • Training of executives
  • Personalised plans for implementation
Success factors
  • Sales managers oversee the project (in-house and field staff)
  • Further training of regional managers
  • Executive staff take part in all activities
  • Incorporating the new concepts into day-to-day operations

“It was very impressive how Mr Sickel and his team managed to mold a highly successful sales team out of a very heterogeneous group of individuals.” In-house sales manager

Goal: Making the company “No. 1” among customers

Company profile
  • Largest European ophthalmic optics corporation, second-largest worldwide
  • 800 stores in Germany, 4,400 stores in 40 countries
  • Customers: end-users
  • Employees: approx. 5,000
Additional project goals
  • Strengthening needs and motivation analysis
  • Invigorating the consulting process
Solution
  • Planning and conducting training and coaching programmes that last several years
  • Training and coaching regarding the consulting process
  • Developing a consulting “manual”
Success factors
  • Strong support by management
  • Focusing employee attention on customer needs
  • Focusing on medium-term success

“I am convinced that you and your team will make many a company as happy as us in the future!”
Head of HR Development

Goal: Increasing store sales and ancillary sales

Company profile
  • Sixth-largest bakery chain in Germany
  • 220 stores in Germany
  • Customers: end-users
  • Employees: approx. 1,500
Additional project goals
  • Training senior sales staff to become sales coaches
Solution
  • Planning and conducting one-day sales training course followed by in-store coaching
  • Training and coaching regarding the sales processes
  • Developing implementation plans to guarantee successful learning outcome
Success factors
  • Banking on short-term success and long-term motivation
  • Focusing employee attention on customer needs
  • Strong support by management
  • Results (according to customers)
  • + 10% store sales increase (consistent)
  • Increase of ancillary sales by 36%-42%

Goal: Increasing market share for services, solutions and managed services; becoming a solution provider (in the eyes of customers)

Company profile
  • German IT company
  • No. 1 in the area of SB solutions
  • SB solutions, e-commerce, CRM
  • Customers: banks
  • Employees: 7,600
Additional project goals
  • Improving professional approach in sales
  • Team selling
  • Increasing the profit rate
  • Involving customer contacts from different hierarchical levels
Solution
  • Focusing on selling solutions
  • Sales and customer service training
  • Training programme now expanded to include all new sales hires
  • Coaching course for management
  • Incorporating the new concepts into the existing CRM landscape
Success factors
  • Company management oversees project
  • Strong support by regional managers
  • Regular refresher courses
  • Incorporating the new concepts into day-to-day operations

“In the past we too often chased after the customers during their procurement process instead of sitting down with them to jointly develop procurement solutions. We will do this differently in the
future.”
Sales representative

Goal: Better management of resources; greater success over low-cost competitors in the acquisition of sales projects

Company profile
  • German industrial company (TEREX Group)
  • Market leader for cranes/drives/components
  • Annual sales: approx. EUR 1.1 billion (2010)
  • Customers: industrial end-users, resellers
  • Employees: 6,000
Additional project goals
  • Moving from being a crane/drives/components provider to becoming a solution provider
    Expanding technical and customer-oriented thinking
Solution
  • Resource optimisation through sound “go/no go” decisions
  • Developing a company-specific programme
  • Training all sales managers and change agents
  • Realising training workshops throughout Germany
  • Incorporation into existing CRM software
Success factors
  • Executive staff oversees the programme
  • Actively involving regional managers
  • Incorporating new training programme in established continuing education measures

“Your workshop gave me the confidence to put down my foot at one point and say no to a customer – the result of which was that he ordered based on my terms.”

Goal: Teaching sales reps a more strategic approach, away from simply selling a product toward selling a solution

Company profile
  • International pharmaceutical company
  • Market leader in Europe, no. 3 world-wide
  • Sales: approx. EUR 27.34 billion
  • Employees: 100,000+, 1,600 sales reps (Germany)
Additional project goals
  • Building networks between doctors, pharmacists and patients
  • Integrated sales process
  • Effective use of resources and sound “go/no go” decisions
Solution
  • Understanding success factors through “go/no go” decisions
  • Sales process implemented in a project plan
  • The OPAL conversation model helps in working out customer benefits and selling solutions
Success factors
  • Support and coaching by regional managers
  • Measuring implementation success
  • Programme is turned into sales strategy
  • Using “quick wins” to boost motivation among sales reps

“After 30 years as a sales rep I now finally have a benefit-oriented way to approach my customers”.

Goal: Developing and conducting “Excellence in Consulting” training courses

Company profile
  • Leading ICT solution provider
  • 160,000 customers around the world
  • Sales: approx. EUR 12,6 billion
  • Employees: 58,000
Additional project goals
  • Building a bridge between consulting and sales
  • Monitoring sales process
  • Mastering all sales and project situations
  • Being perceived as a solution provider
Solution
  • Developing a concept together with specialist trainer
  • Immediate application of specialised information in different sales situations
  • Incorporating executive staff
  • Combining product and sales training
Success factors
  • Strong support by executive staff
  • Early start of the measure approx. ½ year before market launch
  • Focusing on medium-term success

“This may have been the most successful series of seminars ever in our company.”

Goal: Managing to communicate more with customer’s high-level management; monitoring the sales process; more influence on sales projects via dialogue with appropriate customer contacts

Company profile
  • Publicly owned international corporation
  • 30 branches in Germany
  • Annual sales: globally approx. EUR 8.4 billion
  • Employees: 3,100 (Germany)
Additional project goals
  • Achieving higher product prices
  • Strengthening sales reps’ confidence in all sales situations
  • Increasing profit rate
Solution
  • Focus on selling solutions
  • Group training measures followed up by one-on-one coaching
  • Training courses “top-down”
Success factors
  • Project headed by company management
  • Strong support by branch manager
  • Regular refresher courses guarantee long-term success
  • Incorporating the new concepts into day-to-day operations

“The results that we attained after the training course prove that benefit-based selling works better.”