Case-Study
Forming European Sales Organization
Implementing effective Sales Strategy for incremental growth
Company Details
The company is a global leader in industrial automation and services, primarily serves the process and railway industries. With a significant global presence, the company employs around 800 people.
Challenge
The company faced a fragmented European sales organization, with individual subsidiaries and a central sales department for countries without local offices. This structure led to a lack of synergies and uncoordinated strategies. The goal was to create a regional sales organization that fosters synergies, enhances efficiency, and drives growth above market levels.
Measures & Approach
A comprehensive strategy was developed in collaboration with local teams and aligned with the shareholders.
Key initiatives included:
Market Expansion: Enhanced sales and service capabilities in emerging countries and increased presence in established markets. Local teams were empowered to implement country-specific business and action plans.
End-User Engagement: Established an early sales cycle approach using key account management, contractor sales channels, and an effective project pursuit process.
Preferred Supplier Positioning: Adapted application strategies to local markets and established decentralized competence in sales and support.
Expert Knowledge Utilization: Strengthened local training capabilities and integrated consulting services into the portfolio.
Open Integration Solutions: Expanded value proposition by delivering open integration solutions and partnering with complementary companies.
Results & Achievements
The regional sales organization achieved significant milestones through cross-country collaboration. Large project wins were secured by influencing all stakeholders in the buying center. New customer acquisition increased, particularly in the railway and nuclear markets, contributing 28% of sales. Additional sales resources in countries without subsidiaries led to partner business growth. Overall, the business experienced a sustainable CAGR of 16%, doubling the market growth.
Conclusion
The creation of a regional sales organization resulted in sustainable growth. Strategic direction and consistent execution enabled the company to close large project pursuits successfully, generate business in service and training, and enter new markets such as the railway and nuclear industries, as well as new territories like Africa
The following key initiatives were implemented:
Grow in attractive markets - Expanded sales and service capabilities in emerging countries and increased presence in established countries. Country business plans aligned with the shareholders and empowered local teams for implementation.
Increase end-user relationships - Established an early sales cycle approach using key account management, contractor sales channel and an effective project pursuit process.
Positioning as preferred supplier - Adapted application strategy to local markets and established decentralized competence in sales and support.
Use of expert knowledge - Strengthened local training capabilities and established consulting as part of the service portfolio.
Gain Market Shares with open integration - Expanded value proposition by delivering open integration solutions and cooperating with complementary partners.