Unrealistic Goal: To gain market share
Outcome: 3.8%: increase in market share
Solution: Sales Breakthrough Program – Gain Market Share
In 2007, SAS Cargo lost market share despite strong growth in the airfreight market.
At the end of 2007, Qeep and the SAS Cargo management held a series of possibility meetings where they set very ambitious goals for 2008.
Qeep then coached and trained the managers, helping to change the mindset at SAS Cargo in the course of the 52-week process.
At SAS Cargo, staff generally thought their job was to take incoming orders: “The customers call when they have freight that needs transporting.” Bringing in new customers and meeting demand was considered “someone else’s” job.
Customer service representatives took responsibility for proactively maintaining contact with their customers. They began to contact customers to ascertain future demands and in the process were able to determine whether competitors were in play. The new activities included keeping tabs on customers, following up on employee performance and taking action on any initiatives necessary to achieve their goals.
SAS Cargo exceeded its goals for 2008:
- After one year, sales exceeded budget by 21%
- Individual sales increased by 58%
- 3.8% increase in market share
Susse – a customer service representative – increased her sales by 234% in three months. Susse became proactive and chose not to give up on customers who used alternative freight solutions. She aimed for 100% share of wallet when it came to her customer’s airfreight. And she succeeded!
The Unrealistic Goal
To turn declining market share into positive growth.
SAS Cargo is an independent company within the SAS Group. Every day, 165 employees provide airfreight services on 1,000 flights throughout Europe and weekly flights to North America and Asia.