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Becoming aware that customer trust is an asset that ensures the continued existence of the future activity, a global industrial Group (about 60 000 employees worldwide), wanted to set up a comprehensive approach to measure the level of trust of its largest customers, on a regular basis, and to reinforce its capacity to retain strategic accounts lastingly. The approach had to encompass all activities of the group in all the countries where the company operates. It was also important that the teams claimed ownership of the results to ensure fast and efficient responses to the expectations of their customers.
A survey carried out with about a hundred customers revealed a significant decline in satisfaction. The implementation of a new organisation generated drawbacks in the observation of delivery deadlines. However, what customers mainly blame is a lack of information and anticipation of these problems, stopping them from taking the necessary preventive measures. In general terms, customers expect more listening and understanding of their problems along with solutions to move forward. Also, beyond the actions taken to improve the observation of deadlines, the company wanted to implement a programme aiming at developing customer benchmarks of management and employees.
Confronted with an environment increasingly more complex to master (changes in regulations, fluctuation in the price of raw materials, increased environmental awareness, …), customers express new expectations in terms of global solutions to address their sustainable development issues. Conscious of the need to adapt to its rapidly changing markets in order to ensure the continued existence of the development of its activities, the management of the Corporate market decides to plan an audit of its organisation and its sales performance.
Faced with a rapidly changing sector and a growing competitive pressure, a major airline decides to begin a process of revitalising its sales team and of strongly advancing its sales performance. The company shows its desire to obtain quick results ‘without breaking the existing organisation’, it wishes for a pragmatic and operational support that encourages mobilisation and adherence to change from the teams from the beginning of the project.