OUR REFERENCES
Construction & Capital goods | Defence | Energy & Environment | High-Tech | Engineering | Transportation | Chemistry | Finances
Construction & Capital goods | Defence | Energy & Environment | High-Tech | Engineering | Transportation | Chemistry | Finances
« The support from WHY Consulting was particularly appreciated by all managers and sales representatives involved in the process. Through a quick adaptation to the context and the culture at Air France KLM, as well as through a very operational approach, in co-construction, WHY Consulting was able to foster adherence of the teams and the pleasure of working together. This was decisive for the rapid growth of our sales performance. »
« I liked the very concrete and operational approach of WHY Consulting, which is based on a frame of reference of best practices to address Customer Orientation in its whole scope. This frame of reference covers all areas of customer orientation, from the understanding of needs to individual behaviours and through the “customer” commitment as well as many more aspects… »
« Customer satisfaction has always been a major concern at Senvion but we had difficulties in transforming this will into concrete actions. The intervention of WHY Consulting enabled to federate teams around a common vision of our customers’ expectations and highlight the aspects we needed to improve. WHY Consulting supported us to design and launch a transformation programme mobilising all departments of the company around a common goal: improve our customers’ trust and increase our market shares. This plan is a pillar of our growth strategy. »
« The customer listening approach for ‘Key Accounts’ […] is particularly interesting and relevant. It helped us identify levers to reinforce significantly and durably our commercial relationships with our key accounts. This success is based on several points: a robust methodology […]; the consideration of our situation; the training and support of commercial functions; the integration of Key Account Management in our practices; the capacity to work in an international and multicultural environment and, finally, the web platform of WHY Consulting which enabled a very fast deployment of the project at a global level. »
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.