Case: Umstrukturierung des Vertriebs aus lokal eigenständig agierenden Einheiten in eine globale funktionale Organisation

Starting position

With several production sites in Europe and China the industrial goods manufacturers lack a basis for standardized processes. Subsidiaries and customer center’s act isolated and as independent units -partially with the same customer. Differences in culture and communication support this approach.


  • In the medium term, the company aims to double the sales - with increasing EBIT / ROCE
  • To set up a transnational functional organization in order to guarantee cross-border sales of the products
  • The different sales organizations are merged or integrated
  • For existing customers the sales potential of the entire product range will be raised

What we did

  • We performed a regional strengths and weaknesses analysis with the executives in the branches.
  • It was a common sales vision - a one-company-approach - developed and training for the entire sales team.
  • A new organizational and operational structure has been prepared for sales and implemented.
  • Internal change projects were initiated and supported the cascading in the organization accompanied.
  • In particular, the customer centers have been reorganized.


Overall, the entire sales with about 300 employees from 18 countries (Europe, Middle East, China) over 36 months has been completely reorganized. 7 consultants were involved.

  • It was a global sales network created with standardized sales processes.
  • A common new vision acts as a guiding star for all employees.
  • Product bundles brought successes with existing customers.
  • Even in the crisis of 2009 market shares were gained.
  • The improved transparency and overview could take place a global control for the first time, particularly with regards to pricing