Read how Coloplast establishes a shared baseline across borders

HQ creates a unifying concept and finds the key to profitable growth

STARTING POINT

• No shared sales process, value proposition, or performance standards
• Limited knowledge of DNA, brand, and positioning in subsidiaries
• Collaboration and knowledge-sharing challenges
• Employee retention issues due to salary competition

CHALLENGE

• Frustrations over pricing despite a premium product
• Lack of cross-market collaboration structures
• Short customer relationships, despite a desire for long-term partnerships
• Everyday heroes go unrecognized, leading to diminished motivation over time

PROCESS

• Mapping of best practices, desired behaviors, and competencies
• Pilot program with 7 key markets
• Development of an implementation package for markets
• Design of a coaching manual for managers

RESULT

• Voluntary implementation in 35 countries post-pilot
• Capitalization on brand and quality products
• Enhanced collaboration and knowledge-sharing across markets
• Significant reduction in employee churn

TIPPING POINTS

• Leadership involvement from both HQ and local countries
• Local implementation based on overarching concept
• Broadcast of success stories across marketsStructured mapping of desired behaviors and competencies