An operator of services for private individuals and companies, with 150,000 employees
The client’s question
How do I prepare for the full opening of the European market by 2010, other than by industrial rationalisation?
The result
- Repositioning of the added value of 1500 salespeople.
- A client culture being disseminated through 15 specific gestures.
The bridges
- Decoding the Worlds of the different populations to find levers of change.
- Giving internal and external clients choice.
- Selling solutions in a B to B World to increase TO, beyond any idea of stagnation.
The historical World
Specific Worlds according to different populations: a shared structure around strong anchoring of relations of belonging to different tribes or networks, and an industrial rationale of effort rather than result.
The desired World
unifying World integrating the market World instead of protecting oneself from it, which produces visible results and makes clients choose you, while renewing strong historical values.
An international builder of solutions for the industrial sector
The client’s question
Why are my clients, major automotive principals, unsatisfied and dismissive of me, when my teams are doing their best?
The result
- A progression in the rate of business transformation.
- Rapid acceptance of developments in projects and sales recoveries.
The bridges
- Untangling lack of misunderstanding by listening to client Worlds, and translating them in our client’s World: the project World.
- Re-inventing the shared value chain with clients.
- Moving from business to relation, from brand to acknowledged leader.
The historical World
The rationale of product technical performance, standardisation and smoothness (“don’t rock the boat”).
The desired World
- A World of sustainable projects with the client to build together, as a team.
- A World where the client enjoys working with us, where we have to act to be recognised and chosen through desire.
The sales department of an international industrial group in the electrical capital goods sector
The client’s question
How do I give meaning to the radical change in management style required by Senior Management?
The result
“Lean” managerial organisation for the benefit of staff development and TO.
The bridges
- Two new roles for the manager: master companion for transferring performance gestures, contract builder for structuring performance.
- Humanise the desired World by keeping the best of the present World.
The historical World
- Trust in the individual, structured by hierarchical and charismatic leadership.
- A World of turnover and opportunity.
The desired World
- The primacy of the sustainable economic result and industrialisation of commercial approaches.
- Rigour and specific responsibilities.
The network of a major French bank
The client’s question
Why does my top-of-the-range offer, put together with a prestigious partner, not meet with the success forecast?
The result
- An offer repositioned on a market segment where it is successful.
- A team sales process that enables the company to move up the range.
The bridges
- Decoding for the management the variances between Worlds and giving meaning to the perceptions of failure/success depending on the players.
- Proposing a follow-up plan that capitalises on the known World of the network: range effect and quantitative, making a distinction between service and product.
- Propose in-depth work on the nature of the commercial relation: moving from product bought to solution sold.
The historical World
Understanding the filter created by the World of customer managers confronted by clients and client management: maintaining the conflict-free client relationship “I must be able to be a client of the offer” and culture of the quantitative, of the industrial “everywhere, for all, in number”.
The desired World
- A World of opinion and client valuation.
- A World of (remote) services, where the customer manager is not a required stage.
- A World of client targeting.
The Europe IT department of a worldwide automotive components manufacturer
The client’s question
How do we support in terms of behaviour the radical change in organisation of the IT department across 25 countries?
The result
A rapid well thought-out change across 15 countries making Europe an example for the United States and the rest of the World.
The bridges
- Becoming the acknowledged negotiating partner for business managers: their equal.
- Moving from cost reduction to value creation through IT.
- Creating a performance-related pay system.
The historical World
Local satisfaction of needs expressed by the industrial site, tailoring, crisis management, priority conflict arbitration, inability to keep the promises of major projects.
The desired World
Exceeding expectations of internal clients, standardisation and relinquishment in particular, process control, without conflict.
The sales department of a telecom operator, corporate customers and businesses
The client’s question
How do I control my sales forecasts? What sequencing do I put in place?
The result
- Reversing the fall in TO through quarterly growth of 500 M€.
- Conquering new sales territories, relay of growth over 5 years.
The bridges
- Act 100% by complex sale with clients: process, training, team selling without boundaries, role of management.
- Conquering new territories: identify, choose, be acknowledged as legitimate by the client, play the project in several rounds.
The historical World
A World where the qualitative, so what?, takes precedence over the quantitative, where the focus is on maintaining turnover in the face of a market context perceived as threatening.
The desired World
A World of sales conquest of new territories, around client projects more than telecom technologies, a World of convergence between IT and telecoms, where the operator is also a provider of intellectual services.