Atos Origin committed itself to doubling its turnover in Spain in the medium term. This ambitious goal required them to meet a number of challenges, including equipping its team of 50 account managers with ways to add value to the sales process. This required account managers to take a more consultative role. The overall training was based on Krauthammer’s Human Capital Development Model, which ensured that Atos Origin’s Account Managers are now able to translate the company’s vision into reality.
Core statement
As a coaching, consulting and training company, we respond to client needs worldwide where strategic changes or operational improvements demand behaviour change at individual, team and corporate levels.
The training programme really helped me to take a distance and to observe myself more. I came to a better understanding of essential points such as delegation, and how to put them into practice with my colleagues. It’s the first time I have seen that. The content inspires me.
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IT/Telecom
Developing consultative account managers
700 Ericsson (key) account managers negotiate better deals in less time
Ericsson launches Sales Way Forward and its related Project Sales initiative. As part of this, the company’s 700 most senior (key) account managers, who develop complex proposals and negotiate major deals, need to go through a Project Sales Personal Skill Set programme.
Ericsson decides to outsource the design and delivery of this programme. Ultimately, Krauthammer was selected based on its ability to deliver global training programmes, its partnership approach and the fact that is employs more than 150 consultants in Europe, the Americas and Asia.
Quantifiable targets lie at the programme's core
Customer contact is vitally important in a highly competitive market. KPN Contact bears responsibility for this customer contact and faced a number of challenging internal issues some years ago: staff turnover, absenteeism and dissatisfaction lay at the heart of far too many external complaints. A change in management style was needed to turn the tide: from management based on seniority and authority to a more motivating style of leadership, focused on retaining people and enhancing employee satisfaction.
Reconnecting to vision, improving sales
The management of Partake Consulting Europe wanted to update its vision, define competences and roles, and introduce a common project methodology. The company was restructured to achieve a more structured approach to clients, with key roles for client managers, product managers and consultants. Partake asked Krauthammer to develop a programme that would increase the effectiveness of its sales and client management within this new structure. Based on an intake meeting with the company’s management, Krauthammer developed an 18-month programme that aimed to cement the company’s new vision and increase commercial skills.
From product selling to solution selling
Sony Ericsson has focused on building a more efficient organisation capable of meeting the demands of the changing competitive landscape. They decided to train a number of its Account Mangers around the world aiming to develop the participants’ consultative sales skills and influencing power in order to reach better results.
Sony Ericsson asked Krauthammer to create and deliver a professional training programme for its sales force. Krauthammer’s “Value Selling Training” became a key part of Sony Ericsson’s “Unlimited Sales” project taking place in 2009/2010.
Research
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Group negotiation
