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Welcome to Kinnarps!
Agenda
I would like to talk about
Our company Kinnarps
Background of Sales Force Excellence
Sales Vision 2010
Kinnarps Sales Process
Achievements so far - Battles to win
Our company
A strong interior solutions
partner for the future
> Family driven Swedish company
established 65 years ago
> No 1 in Scandinavia, Europe’s No 3.
Represented in 36 countries, some
200 showrooms all over Europe,
turnover 400 million Euro
> Full control over complete chain;
from production to installation
Business philosophy
The Kinnarps star…
our capabilities - your benefits
> Our business philosophy that
permeates everyday work
> Our method for continuous
development of services and
products
solutions
innovation
economy
> Your guarantee for the best
solution at best value
design
competence
ergonomics
quality
environment
Brands
High quality brands with
a variety of expressions
better at work
ideas materialized
timeless elegance
+ network of approved partners
scandinavian sense
Why change?
Why change?
Do you have the same problems as we had??
Background – the customers
> Customers are getting more international
> Customers are getting more professional
> One stop shopping
> Customers demand solutions – not products
> From transactions to projects
> Double pressure from top to bottom
> Space planning/Ergonomics/Environment
Background – the competition
Total market €130 million
Market share 15%
Kinnarps
Denmark
CJC
Exclusive
Daarbæk
Duba/B8
EFG
Ergoteam
Jesper Office
Budget
Martela
Paustian
Scan Office
Products
Solutions
Background – Our own business strategy
> Shift from production focus to sales and customer focus.
> Develop the offer to complete interior solutions.
> Substantial growth potential in Europe.
> Maximise impact with uniform international marketing.
> Take full advantage of the competence in our international network.
> Take control of our most valuable asset: the Kinnarps brand.
Background - Business strategy
International growth plan
Background – Business Strategy
The keys to success
MORE INTERNATIONAL
concept
coordination
cooperation
establishing
work
Background – Why change?
Present way of working
 All markets work in their own way with sales – no synergies
 Sales people too quick to present and quote
 A NO to business is very rare
 No common CRM-system
 Not enough preparations before meeting the customer
 No cooperation between Sales and Marketing
Challenges – Why change?
Why change?
 Win more Opportunities – increase hitrate
 Decrease sales cycle – increase productivity
 Increase quality in sales – better control
 Increase profitability
TOGETHER!!!!
Our new way of working
NO PAIN - NO CHANGE
SALES
=
Number of cases x Value x Winrate
“Lean” is about eliminating waste
Need analysis
Solution
Essentially,
opportunities that we
do NOT win are
characterised as
waste
Validation
Resources invested
Qualification
Final agreement
Implementation
The earlier you
abandon an
opportunity that you
can not win, the less
waste you generate
Lean is about eliminating waste
Qualification
Qualification
Need analysis
Need analysis
Solution
Solution
Validation
Validation
Final agreement
Final agreement
Implementation
Implementation
100
125
The no 1 reason for waste in sales
0%
100%
0%
100%
0%
100%
0%
100%
0%
100%
0%
100%
Reason: Misalignment with customers buying process
Buying Process versus Sales Process
DETERMINE
NEEDS
EVALUATE
ALTERNATIVES
EVALUATE
RISK
Buying Process versus Sales Process
DETERMINE
NEEDS
EVALUATE
ALTERNATIVES
EVALUATE
RISK
Needs
Needs
Buying Process versus Sales Process
DETERMINE
NEEDS
EVALUATE
ALTERNATIVES
EVALUATE
RISK
Needs
Cost
Price
Needs
Buying Process versus Sales Process
DETERMINE
NEEDS
EVALUATE
ALTERNATIVES
EVALUATE
RISK
Solution
Solution
Buying Process versus Sales Process
DETERMINE
NEEDS
EVALUATE
ALTERNATIVES
EVALUATE
RISK
Risk
Buying Process versus Sales Process
DETERMINE
NEEDS
EVALUATE
ALTERNATIVES
EVALUATE
RISK
Risk
Cost
Price
Buying Process versus Sales Process
DETERMINE
NEEDS
EVALUATE
ALTERNATIVES
EVALUATE
RISK
Risk
Needs
Cost
Price
Needs
Solution
Risk
Solution
Need analysis
Solution / Validation
Final agreement
Kinnarps Sales Process
Buyer’s process
1
Inspiration/
market
awareness
Lead
identification
2
Pain is
activated
Lead
qualification
3
4
Pain
definition
&
analysis
Establishing
vision of
solution
Pain
analysis
Vision
creation
5
Contact
supplier
Propose
solution
6
Evaluation
and
order
Contract
close
7
8
Fulfilment
Evaluation/
review
Delivery of
total
solution
After Sales
Sales Force Excellence – project idea
1. Creation of Sales Vision
Sales Vision Workshop, interviews
at local businesses, Sales goals defined.
KINNARPS SALES VISION
International Sales Forum initiated
2. Diagnostics of AS-IS
Identification of existing sales
process, activities, sales tools,
pipeline management and
customer relationships.
SALES FORCE
EXCELLENCE
5. Reinforcement
Local Implementation Café
Buddy co-visits, Local
definition of ”Must win
Battles”, opportunity
coaching. Module 2 Sales
Training. Regular HQ audit.
3. Design of Sales Process
4. Implementation of Sales Excellence
Sales Management and Role Model Sales
Training. Local Business Roll-out.
General Kinnarps Sales Process with
customized local versions. Sales Tools
built. SALSA re-engineering. KAMorganisation structured.
Sales Vision 2010
“Excellence in selling workspace interior solutions by truly understanding
the needs of our customers and create value for them”
>Aggressive goals for growth in sales
per sales representative
SALES
VISION
>Improvement in productivity
per sales representative
>Selling workspace interior
solutions – maximise number of
product categories and services
for defined customers
>Fair share of sales with
key accounts (share
customer budget)
SALES
MISSION
SALES GOALS
1
2
3
4
Sales Force Excellence
Achievements so far
 Sales Management committed to SFE on all markets
 Common Kinnarps Sales Process
 Common CRM-system used by all
 Common sales language
 Sales and Marketing working together
 HR, Product development, IT integrated in the SFE work
 Pipeline management – improved prognosis
Sales Force Excellence
Battles to win
Follow-up of all markets is a MUST. Encouragement needed
 Coaching level of sales management need to be identified
 Use of CRM system must be encouraged
 Continuos efforts to create new strong sales tools – update of
existing tools
Market plan made by Sales and Marketing together
Improved customer segmentation on all markets
A clear Value proposition identified and accepted by all within the
internal organisation – communicated to the customers in a unified way
Sales Force Excellence
KINNARPS WINNING FORMULA
Kinnarps’ salesforce shall be able to
analyse and really understand the deep needs
of the customers
relate the needs of the customers to Kinnarps’
solutions and
create solutions with a clear customer value
In this way
Hitrate will be increased
Productivity will be increased
Control will be improved
Profitability will be increased
Benefits
improved ergonomics
for healthier employees
Making life better at work
better workspace
flexibility
new ways of working
increased
efficiency
all day
more adaptable furniture
minimised facility costs
improved space planning
Many thanks for listening!
Business philosophy
Cost-efficient, flexible
interior solutions
> One supplier for the whole project
facilitates the entire process
efficiently
> Superior control over budget
and timetable
> Own unique production and logistics
give best value for money
solutions
economy