11/02/2015

International sales on a concrete example

Vertriebskultur als Best Practice-Modell

Sales culture as a best practice model

In the last two blog posts we have examined in detail how to avoid the international sales tripwires: By establishing a sales culture that gives the subsidiaries a solid framework. We now leave the hypothetical area. Since this strategy was used successfully so far we are having best practice examples. One of them is the subsidiary of a technology group that was set up with 47 sales units worldwide, but steadily lost ground in some countries. In particular there were conflicts between the headquarters and the Subsidiaries, because in contrast to the relational approach in some states, at home in Germany mainly result-oriented - and could not understand why the Subsidiaries invested so much time in customer care. Both parties acted according to their own standards, universal standards did not exist. The Subsidiaries felt from the headquarters patronized by their instructions and at home they reacted to common processes and practices with disinterest. The development of a uniform framework was therefore the logical first step in the resolution of the conflict. To provide employees with tools which could be used regardless of the location, area-wide workshops and training sessions were conducted even in problematic countries. In this regional training even the customer could be included. "Culture" has not been made the central theme, but probably sharpened the eye for it. The new sales processes contained spaces where the employees were on site to incorporate their own expertise - for example, whether the emotional, rational or service-oriented arguments of an offer should be more emphasized. Communication between headquarter and Subsidiaries improved significantly, and new sales successes were the result as well as consistently positive customer feedback. The fragmented and working in opposite directions sales had turned into a purposeful whole system that is strengthening the back the subsidiaries and allowed the headquarters to establish common rules for all employees. The common sales culture created a framework that ensured that worldwide all employees are consistent with the terminology, methodology and especially the vision of the company.