The sledgehammer approach has rarely worked in marketing and sales. However, no company has an infinite amount of time to deal with change. The right implementation method is worth its weight in gold. Once you have initiated change – the only constant in our professional environment – there is no turning back. Unless your plan flops.

We focus on your challenges in the seminar – but use our experience to provide live insights into project success factors and research work:

• How do we get the people affected to join in?
• Sensitive field staff: how do we turn them into fellow campaigners?
• Which phase approach is most effective in which industry?
• How do we deal with training needs in such a way that people are pulled out of the market as little as possible?
• The basis is an assessment (e.g. in coordination with the works council, where necessary)

Once the basic building blocks are in place, the details are worked out and planned sequentially:

• «Train-the-Trainer» approach
• Project planning and delivery units per project phase
• Customer Activity Plan & Training
• Fallback scenarios and rules of the game
• Integration into CRM system landscapes & any necessary (re-)training

At the same time, coordination takes place with Marketing (& Trade Marketing) in order to harmonize the campaign planning that was already started in earlier phases. The aim here is for the potential-oriented Marketing & Sales activity planning to run synchronously and without friction, while the Sales organizational management can concentrate on the optimization areas during implementation.

Special attention is also paid to monitoring and the defined key performance indicator systems. The systems to be used in the areas of customer relationship management and sales reporting must be integrated into the planning at an early stage, as runtimes and release cycles can potentially have negative influences.