Thomas W.-EXECUTIVE INTERIM MANAGER

Situation:

• Decline in sales
• Need for support in identifying and developing new sales markets

TASK:

• Expansion of the B2B network and development of new strategic partnerships to access additional sales opportunities and new markets.

MEASURES:

• Identification and approach of potential B2B customers and partners
• Expansion of existing contacts in the market environment
• Development of new strategic partnerships
• Customer and market discussions mainly in the field
• Support in developing new sales opportunities

RESULTS:

• B2B network specifically expanded
• New strategic partnerships initiated
• Additional market and sales potential made visible
• Stronger customer presence through personal market development

Situation:

• Competition between subsidiaries on projects
• Inconsistent approach to customer inquiries
• No consistent Sales and Service strategy
• Communication between headquarters and branches partly contradictory (Cultural difference)

TASK:

• Reorganization of Sales and After Sales Service in an international organization – with a focus on standardizing processes, increasing margins, building up Service, improving cooperation between subsidiaries and strengthening customer orientation.

MEASURES:

• Professional leadership, coaching and development of 30 employees
• Restructuring and realignment of Sales
• Review and adjustment of existing processes and KPIs
• Expansion of the B2B network and development of strategic partnerships
• Renegotiation and adjustment of existing dealer contracts
• Alignment of sales processes across subsidiaries
• Development and implementation of a global Service strategy including a hotline
• Conflict management and improvement of communication between subsidiaries
• Implementation of a compensation policy for cross-border projects
• Support in establishing decentralized spare parts supply through service partners

RESULTS:

• Significant increase in margins through renegotiation of existing dealer contracts
• Contributed to sales growth and higher profitability
• Created more consistent international sales processes
• Implemented a global Service strategy including a functioning hotline
• Improved communication and cooperation between subsidiaries
• Eased conflicts between countries and locations
• Created the basis for better Service availability and stronger customer loyalty

Key responsibilities

• Responsibility for a sales volume of € 149 million
• Strategic OEM development for standard products
• Coordination of international Sales companies in customer projects
• Development of new business relationships, especially in Food & Beverage and Pharma
• International Key Account Management in various industries
• Development of customer-specific solutions for B2B customers
• Reporting to Business Unit Management

Success factors

• Strategic thinking combined with international Key Account Management
• Ability to coordinate different Sales companies in international customer projects
• Development of new business potential in F&B, Pharma, plant engineering and more
• Industry-specific expertise and technical solution skills
• Strong communication, diplomatic skills and clear customer orientation

Key responsibilities

• P&L responsibility for the Indian subsidiary
• Restructuring and strategic realignment of the Indian unit
• Conversion of the joint venture into a 100% subsidiary
• Relocation to a new company building and establishment of local production
• Technology transfer from Germany to India
• Establishment of an effective supply chain management system, including supplier qualification, imports, customs and warehousing
• Introduction of an ERP system and new organizational structures
• Establishment of a sales and service network, including a hotline in India
• Development of strategic customers in Southeast Asia and the Middle East
• Leadership and development of a local team
• Introduction of ISO 9001

Success factors

• Turnaround of the Indian subsidiary within two years
• Combination of operational restructuring, sales, service, supply chain and local leadership
• Intercultural competence when working with Indian teams, partners and customers
• Establishment of reliable local structures instead of management solely from Germany
• Decisiveness, focus on quality and a strong hands-on approach to implementation on site

Key responsibilities

• P&L responsibility for €4 million in Central and Eastern Europe
• Leadership and development of a small team
• Search for, selection and development of new B2B partners and distributors
• Further development of existing partner structures
• Organization of marketing activities, seminars and customer events
• Consulting on customer projects for water treatment
• Expansion of market share in CEE
• Reporting to CEO/CFO

Success factors

• Sound understanding of B2B markets in Central and Eastern Europe
• Establishment of strategic partnerships and long-term customer relationships
• Strengthening market share through partner development and technical consulting
• Strong communication skills with top management, partners and customers
• Flexibility, determination and consistent focus on goals

Main responsibilities

• Worldwide commissioning of machines and systems
• On-site service assignments, repairs, and technical problem analysis
• Technical support by phone and email
• Spare parts organization for international service assignments
• Documentation of service assignments and technical measures
• Quality assurance, especially for systems used in the pharmaceutical industry
• Training and instruction of operating personnel at customer sites
• Continuous improvement of service processes

Success factors

• Strong technical understanding gained through assembly, commissioning, and service
• Fast problem analysis and solution-oriented work at customer sites
• Ability to reduce downtime and ensure customer satisfaction
• Structured planning and coordination of worldwide assignments
• Service experience as an important foundation for later sales and after-sales