At a Glance
- A leading European manufacturer of WAN products engaged Renoir to manage their BAAN ERP, now known as Infor LN, installation and improve the performance of their sales and marketing teams.
- At the end of our project, our client had achieved a 50% increase in qualified sales leads.
Key results
Significant EFQM improvement
On-time, on-budget BAAN ERP, now known as Infor LN, installation
50% increase
in qualified sales lead
Background
Our client is an MBO from a UK communications service provider. They are struggling with outdated products in an industry where customers expect excellent, responsive service.
They decided to install a BAAN ERP system to eliminate potential problems and improve their responsiveness to customers. However, the Managing Director was aware that ERP installations were prone to cost overruns and delays. He therefore engaged Renoir to manage the ERP installation. He also needed assistance with the sales and marketing team at the same time.
The Challenge
The client is a leading manufacturer of Wide Area Network (WAN) products in Europe. Formerly part of a UK communications service provider, it has over 25 years’ experience in designing and manufacturing award-winning products specialising in the efficient integration of voice and data.
However, their product portfolio was in the final stage of its life cycle. The company had also recorded a decline in sales. Additionally, orders were not large enough to utilise their production facilities fully.
Our client wanted the sales and marketing teams to focus on increasing the market share of existing products. They planned to maximise revenues from existing channels and identify and set up new ones. At the same time, our client was implementing a BAAN enterprise system.
“The new review process has made it easier to review my sales managers. It is more objective and encourages a greater level of feedback to generate more effective corrective actions and tactical decisions.”
– Sales Director
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Project Approach
Renoir was brought in to drive improvements in sales and marketing, and to oversee the implementation of BAAN. To ensure the success of the project, it was crucial to foster a sense of ownership among the management team and clarify their roles in achieving the company’s objectives.
Renoir consultants worked alongside employees to align departmental objectives with company goals. Key performance measures and targets were agreed upon. These formed the basis of new Balanced Scorecards.
Marketing
The marketing organisational structure and associated roles and responsibilities were realigned to prioritise product management and strategy. This includes the detailed planning and follow-up of product campaigns to achieve measurable results. New balanced scorecards and review mechanisms were also introduced.
Sales
Our client wanted to increase the level of value-adding sales activity by improving visibility of salespeople’s activities. To achieve this, we defined and implemented formal processes to ensure that all marketing leads were captured and followed up. The target for the average number of weekly sales meetings per salesperson was increased by 50%.
BAAN ERP (now known as Infor LN)
The organisation wanted a reliable, Y2K-compliant BAAN system. However, we found that the benefits of BAAN were not immediately clear to, or understood by, our client. Therefore, we focused on managing the installation process to ensure that key progress targets were met, and that the quantifiable benefits were identified and agreed upon.
*We have intentionally omitted client-specific details to uphold strict confidentiality.
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