FMCG SECTOR –┬áVIRTUAL SALESROOM IMPLEMENTATION

THE BRIEF

An end to end engineering, projects, and manufacturing company based in the Netherlands supplying food production and packaging equipment globally.

Like many companies, they suffered from poor sales forecasts which lead to poor financial and operational planning. There was also a concern about activity and performance amongst various sections of the 80 strong global sales force.

The challenge was to implement a management process that would drive forecast accuracy, activity and performance across the entire sales function.

THE IMPLEMENTATION

After considering the global Sales organisations geographical, cultural and management issues, we came up with a plan to merge certain countries and geographies together (with their respective regions) to create optimum sales control room sizes with 6 – 10 people participating in twice-weekly Sales Control Room meetings focussing on the following

  • Action orientated (PDCA) management
  • Virtual collaboration tools implementation
  • Meeting quality and KPI implementation
  • Introduction of a standard forecasting process
  • Driving activity and 5 Why’s
  • Encouraging information sharing
  • Bringing visibility to the sales process
  • Making sure all data was accurate
  • Coaching of sales teams
  • Feedback loops between Quality and engineering

THE SOLUTION

After considering the global Sales organisations geographical, cultural and management issues, we came up with a plan to merge certain countries and geographies together (with their respective regions) to create optimum sales control room sizes with 6 – 10 people participating in twice-weekly Sales Control Room meetings focussing on the following.

THE RESULT

Within 4 months, forecast accuracy improved 100%. In the second half of year, Order intake increased by 40%. CRM tool now has up to date information on customer and leads. Better communications up and down the organisations.

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