Unrealistic goal: Sales growth of 10%
Outcome: Sales growth of 48%
Solution: Performance Management Program
The competition’s sales resources are three times those of Alm. Brand. The sales organisation was thus satisfied with limited annual growth. Then, Carsten Rothmann, head of distribution, decided that slightly better was no longer good enough. Thus the challenge: To perform a lot better!
Qeep was brought in to help the sales organisation perform a lot better.
Each member of the sales staff – and the organization as a whole – set a number of extremely ambitious goals. There was follow-up at brief weekly Results Meetings attended by every member of the sales staff. All the old excuses were replaced by a strict requirement to focus on achievable goals for each individual.
The sales staff at Alm. Brand had a variety of habits and convictions that kept them from achieving the ambitious goal. Initially, they didn’t believe they could do any better. Sales were already up by 9% – which in their view was good enough. They also believed that increased sales efforts would have a negative impact on quality. Finally, they didn’t collaborate much – a common phenomenon in sales organisations. Sales representatives have a tendency to think it’s everyone for themselves.
Alm. Brand put an end to all the old habits and convictions.
The sales staff and managers worked hard – together with Qeep – to achieve the seemingly unrealistically high goal of boosting sales by 28%.
Consequently, the sales staff and the sales organisation had to think outside the box! The sales staff took a critical look at all activities based on one simple criterion: Does this activity improve sales? If it didn’t, it was abandoned.
Meanwhile, managerial involvement in the daily sales efforts increased by means of weekly sales meetings. As a result, long explanations and excuses were replaced by demands for action and results.
- Qeep worked with three centers – located in three different Danish cities – and helped them to achieve growth of 48%.
- The growth rate of the three centers was 38% higher than for the other centers that did not participate in the Qeep process.
With the vision that his sales team could perform much better, Carsten Rothmann initiated the comprehensive growth process at Alm. Brand. He was ready to break with both his own paradigms and with those of his team. He kept his eye on the goal when the team’s courage waivered. He supported those who fell behind and praised those who succeeded. He is a true results hero!
The Unrealistic Goal
The sales staff at Alm. Brand could use the excuse that the competition had three times the sales resources. They and their managers could thus be satisfied with only limited growth each year. But they weren’t. Instead, they set the unrealistic goal to do much better than their strong competitors.
Alm. Brand is a Danish financial institution that provides insurance, banking, life insurance and pension services. Its 1,700 employees generate revenue of around DKK 7 billion a year.