THE CUSTOMER’S MARKET POSITION AND BUSINESS CHALLENGE
Masterplast Kft- a subsidiary of Masterplast group, which is present in 15 countries, also trades in Hungary. The group sells and manufactures construction materials with an assortment of almost 800 products needed for building and construction. Masterplast group has developed dynamically in the past 10 years, and has increased its market presence in the construction industry.
The Association between Develor Zrt. and Masterplast began in mid 2008, when we acquired the tender raised by Masterplast for their internal process development. We observed that although Masterplast focused on the internal development of their existing staff, their budgets used for annual personnel development were relatively low compared to their annual sales revenue. The development process was thus to focus on the following fields: General Training, Leadership Training, and Sales Development.
Masterplast considered staff competency development to be the key to sales development. Based on Develor’s experience, however, we recommended a comprehensive concept beyond training courses. The essence of the recommendation was to perform sales diagnostics by conducting a survey of the sales processes, systems and staff competencies, and to use the result to identify areas that needed development.
The reason we recommended this solution is because we believe that effectiveness and efficiency of a sales organisation only party depends on the staff’s performance and attitude. Effectiveness also requires creation of a supportive environment that motivates and serves the sales staff. For competency development, it is essential to be aware of exactly which skills are expected to be imparted to co-workers, and to be able to measure their current compliance with these expectations on inception.
THE DETAILS OF IMPLEMENTATION
We initiated the Diagnostics procedure with shadowing. It entailed a sales consulting expert of ours spending days in the field, travelling with Masterplast salespersons. We acquainted ourselves with the company’s sales process, practice, the systems and tools used, the partners and the commercial environment.
In the next step, we used in-depth interviews to map the managerial expectations with the general and sales attitudes, by involving representatives of each job.
Diagnosing continued with analysing and evaluating the available data, systems and maintenance tools.
The last step of diagnostics was to assess the staff competency level using an Assessment Center (AC). Following the analyses listed, further steps of the process were determined. The development affected the organisational structure as well as the sales processes and systems, and gave accurate guidelines on developing competencies. It is typical of Develor’s approach to place considerable emphasis on conscious change management. In the course of the Masterplast sales development project, we sought to involve staff and to finalise the changes with the team in a group workshop at the end of each stage.
THE IMPACTS OF DEVELOPMENT
As a result of this development, a transparent and controllable sales organisation was set up. In the wake of better-planned customer management, operations gained efficiency. By renewing the reporting system, the data became accessible, which means that work is traceable and measurable, and helps planning. The incentive system efficiently supports the work of the sales staff, and keeps their motivation up. The development provided the company with a long-term strategic line in terms of sales.
OBSERVATIONS BY MASTERPLAST
The tours of the sales staff became more rational, resulting in significant cost savings.
Due to the reviewed and reconsidered rules and processes, the service standard to partners improved. By categorising our partners, we specified accurate objectives for our salespersons.
Setting up zones and partner categories shed light on the fact that in the past we had no possibility of qualitative business development because of the high number of partners per salesperson; consequently, the sales volume could not be increased. We set up smaller areas, which resulted in a reduced number of partners per salesperson, and possibilities opened up to perform thorough needs assessment of increased sales volumes.