Numatic International BV is an independently operating subsidiary with a parent company (factory) in Chard, UK. The company's foundation was laid more than 40 years ago as an agency, and since 2004, it has been a significant "own company" within the Numatic group. Numatic is a major producer of cleaning machines and materials and faces the challenge of operating in both the B2C and B2B sectors. In 2012, the current Managing Director, Rogier Moorman, took over the leadership of the company.

The challenge

In recent years, there have been many changes in the market and the organization's sales channels. E-commerce has seen significant growth. The organization operates in various industries and faces the challenge of dealing with a mix of B2C and B2B products, each with its own challenges. The management team struggled to develop a targeted approach, especially in terms of segmentation and goals. There was also a feeling that the field sales team was not working efficiently and lacked the ability to challenge themselves to achieve the best results. A systematic approach was needed to improve measurability, effectiveness, and reporting, as the goals were loosely defined, and assessment was done retrospectively.

The solution

We began with a sales analysis of existing customers, salespeople, and an assessment of complexity. We consulted all individuals and departments, and clear commercial objectives were formulated. We used the OGSM model to describe the strategy, goals, and methods clearly. This model is updated annually to gain new insights and achieve results and objectives. It is crucial for the organization to have very clear goals and measure them from the beginning of the year, allowing for adjustments to achieve the desired results. There is nothing worse for management than realizing that certain goals needed adjustment early in the year but discovering this only at the end of the year. "Sales Improver Han-Jorrit van Bremen from SIG helped us in creating a sharp corporate OGSM and translating it into different sales channels, each with its own OGSM. We also asked Sales Trainer Jan van der Avoird to make our account managers more task-oriented in conducting sales conversations professionally and optimizing the reporting of these conversations. For large accounts, we created account plans that delved deep into expectations, organizational structure, mutual contacts, SWOT analysis, escalation models, and dependencies. Managers are coached by Jan to get the best out of themselves and their teams and stay focused on achieving their goals," said Rogier.

The result

"The implementation of the OGSM method has brought a lot of stability to the organization and shaped its future perspective. The goals and strategy are clear, precise, and ambitious and are measurable. Sales results are good, and the sales organization is much more professional. There is always room for improvement, but we now have a very clear understanding of where we can improve, and that is valuable insight. The coaching sessions are a good outlet for managers to identify areas where they are stuck and then practice how to conduct certain conversations. The segmentation puzzle has been solved, and we wouldn't have been able to do it without help. It required objective, stringent, and solution-oriented assistance to weigh all the ifs and buts and the history of all customers and place them in the right frameworks. In 2022, turnover increased by more than 35%. The collaboration with SIG has certainly made a significant positive contribution," said Rogier Moorman.