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Ensuring Revenues, Retaining and Inspiring customers
Sales and service process optimization offers both the opportunity for cost reduction as well as the opportunity for increased performance, which is reflected in increased revenues and improved market positioning.
The optimization approaches in sales and service are manifold. The following five basic fields of optimization differentiate themselves:
- Designing Vertical Sales & Marketing Structures:
deals with the optimization of process chains from the manufacturer to the wholesaler, culminating in retail sales. The starting point is the analysis of interfaces and decision-making structures in the process chain. Accordingly, optimization approaches, for example with respect to the design of business models, (e.g. the development of direct sales and marketing systems, promotion of own retail concepts), the introduction of market area concepts, the design of bonus systems or the development of control systems for vertical sales and marketing systems.
- Effective Sales, Marketing and Service Organizations:
Within the scope of existing sales and marketing structures, process analysis in sales and marketing, marketing and service workflows are involved. The foundation is again begins with the process analysis in sales, marketing and service based up existing process models as well as performance analysis in sales, marketing and service (including the spare parts business). Sales and marketing also includes the analysis of vendor qualifications, which serve as a crucial factor of sales and marketing success. From this foundation, approaches to increase performance for segment specific market development, the development of key account management, the design of regional sales and marketing concepts, increasing sales and marketing and share of wallet concepts as well as innovative service and spare parts concepts can emerge.
- Increasing Marketing Efficiency:
The starting point for increasing functional efficiency involves substantial analysis of the status quo, for example by way of success factor analysis, input and output analysis for marketing costs and revenues as well as customer value oriented cost-benefit analysis. The created transparency for the current level of performance allows for the adoption of excellence concepts for resource optimization, how the optimal targeted group allocation of marketing resources and activities, the introduction of performance and activity control in marketing or return on marketing approaches for the design of an optimal DB mix of marketing metrics.
- Customer Relationship Management:
The biggest challenge with respect to the optimization of customer retention activities is their cross-sectional profile and the lack of clearly defined responsibilities within the organization. Since many different functions and areas in S&M, after sales service, as well as service and IT are tangential, process and interface analysis of customer retention activities plays a key role. It is initially essential to achieve clarity across all current metrics related to customer retention as well as their resulting costs and resource commitments. From this foundation, improved metrics can be developed and implemented, i.e. developing a CRM organization, the new configuration of customer retention programs, the integration of CRM activities in marketing, sales and service, churn management as well as approaches for customer lifetime value.
- Stringency in Controlling and Governance:
Last but not least, the organization of a governance function for goal-oriented performance management of sales and marketing activities often salvages considerable optimization potential. This, e.g. through the analysis and optimization of sales and marketing controlling, boosts the development of vertical sales and marketing governance programs or analysis and the optimization of reward and incentive systems.
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