Sales

Region’s shared outlook

Challenge

The regional Sales Executive of a multinational medical devices company aimed to align the region’s strategy with the sales teams from eight different countries, listen to the teams’ needs to outbid the clients attended by the direct and indirect channels, and co-create an action plan. Given that their teams had leaders responsible for different channels, attending to different countries, each followed their own process, with their own operation protocol, focused on maintaining their differences – which meant, keeping everything as it was before. The executive leader wanted to build a strength-based approach according to their team’s strength with their first regional sales workshop.

Solution

We outlined together a workshop with nineteen region participants, including the distribution and accounting managers of each country. We used an interviewing process to find the needs of the sales task forces and distributors and Lean tools to consolidate the interviews’ answers to analyze what is important for in-house and external clients. Allocating sales leadership to analyze the region’s strategy acknowledging the real client’s necessity was crucial to enable the team to co-create an action plan in line with the region’s sales’ vision of the future.

Result

All participants could understand the situation of the region at that point, and also the patterns of demands and needs of the concerned countries. This way, they managed to create an achievable plan of action, committing to reach the long-term goals. Through collaboration, active listening, and participation, a unique view of the regional strategy has been reached.