People and Processes

Unless the external 'customer facing' processes and the internal Marketing/Sales processes are well defined, internal personnel can fall into the trap of indulging in lots of activity with very little observable return. Customers will also have a less than optimal experience.

Therefore, the customer/buyer, marketing and sales journeys have to be mapped out and need to be integrated and aligned between the two organisations. The key individuals in the customer's 'buying journey' or process, their roles, and their specific value propositions, have to be clearly identified and articulated.

In addition the specific requirements for Marketing and Sales personnel need to be well defined so that appropriate personnel are recruited and trained according to the specified requirements.

However, if there are “square pegs” in “round holes” or there is a lack of fit/capability/skill, then the marketing and sales performance will be less than optimal. WT’s diagnostic approach quickly identifies gaps in the processes and personnel’s capabilities/skills, thus enabling the situation to be quickly rectified.

Scenario
A new Sales Director was appointed to head up the worst performing State – the “basket case”. Their challenge was to quickly and effectively turn the State around on a sustainable basis. Their initial action was to make sure they had the “right people” in the “right positions”.

Approach
WT used the WT Personnel Diagnostic to undertake a profile analysis and conducted interviews on career development. Those that were appropriate for their position were given additional learning and development support to optimise their capability. Based on output from the profiling and interviews, most of the personnel that wanted a career change or were in inappropriate positions, were supported to transition into new/different roles within the organisation.

Outcome
By providing a personalised and supportive approach, the new Sales Director was able to quickly ensure that they had the right people in the right roles. Because it was done in a sensitive manner, those that moved on to new roles were supportive of the approach – a win/win all round. The new Sales Director was able to quickly turn around the sales results and soon led the country in sales performance.