Client Testimonial: Mölnlycke, Erik Ostby
What were the triggers which created the need for this commercial excellence initiative? (0:13 – 1:02)
Why did you / your organization choose to work with SPI? (1:02 – 1:32)
What were the key deliverables in the program(s)? (1:32 – 2:11)
What are the largest differentiators you notice in the sales managers before and after they completed the program? (2:11 – 2:50)
What tangible effects has / do you expect the program to have on you and other senior management in your organization? (2:50 – 3:38)
Do you already have any measurable results and/or concrete examples that illustrate the impact of the program? (3:38 – end)
Hi, I’m Erik Ostby, I’m the Global Director for Commercial Excellence in Mölnlycke.
What were the triggers which created the need for this commercial excellence initiative?
So, we have the need to consistently, constantly drive improvement of sales capability, so that we can drive sales performance and sales. And we have put a lot of investment and resources in the sales force. However, we need to now shift some of those investments to enabling sales management. The reason for that is that the Sales Managers are the ones who have responsibility for the sales reps and their development, and then through their development, developing the business. So, we believe that investing in the sales managers‘ ability to develop talent and sales capabilities, we will have a higher return.
Why did you / your organization choose to work with SPI?
So, we chose to work with SPI, because they simply were those we’ve thought were the best to work with. The reason for that is that we have very specific criteria for evaluating the different companies that we were looking at. SPI, they met all the criteria in the best possible way; of course, it also helped that we worked with SPI in the past and have been very happy with the collaboration.
What were the key deliverables in the program(s)?
So, the key deliverables in the programs are for the first year now: how the sales managers are coaching the pipeline, coaching the opportunities, the planning of the sales reps, and have them reviewing the opportunities in the pipeline. We can call that like business coaching; the second part is skill coaching; how effective you are in front of the customer in the moment of truth. Then we have plans for the second year that we actually need to decide soon.
What are the largest differentiators you notice in the sales managers before and after they completed the program?
So, the largest differentiators for the program that we can see right now is that we continue of course to do the pipeline reviews and the regular business reviews between sales managers and reps, but what we can see is improving is the depth of the conversation, that is more to the point, is more useful; we can see that the tools are used, we can see that customers‘ insights and data in the system is more complete; that is the first indicator that we can see that is actually making the difference.
What tangible effects has / do you expect the program to have on you and other senior management in your organization?
I believe the effect of this initiative will be that it will enable us to anticipate the future, because, the Sales Manager the sales reps are managing their opportunities and their pipeline. You can use that data to have fact-based discussion about if there’s reasons to believe that we will hit our targets for product launches or certain countries or the global business. And this is actually a key focus for the company right now, so this is critical for us to be able to meet that goal to anticipate the future.
Do you already have any measurable results and/or concrete examples that illustrate the impact of the program?
So, we have installed some metrics, so we can measure impact for this program and we have some indications already, we can see that we are using some key tools in those markets that we have launched, some key tools that are critical to understand the pipeline; we can see that we have better customers‘ insights, you know through the data and the CRM system, we can see that some closing dates are kept not to move forward; we’re actually going to measure if the reps find his reviews with their manager useful, to have some indicators, some qualitative ones. And then we are also measuring if we are closing the deals faster than before, and win rate. So, you know, some good indications already and excited to see the outcomes of this.