Case Stories
Read How Nilfisk Transformed Service into Business
New Ambitions in Business Plan Demand Adjusted Workflows, Structures, Communication, and Action
STARTING POINT
- A new strategic direction aims to increase revenue through service-related activities
- Need to strengthen leadership competencies and skills in service sales
- Significant performance variations within and across EMEA markets
CHALLENGE
- Limited success with previous value propositions for service contracts
- Attitudes and skills misaligned with new ambitions (shift from traditional equipment sales to value-based selling)
- Frequent changes in organizational structure impact trust levels
- Existing value proposition and tools do not fully meet the needs of frontline staff and market demands
PROCESS
- Validation of existing CVP for service contracts (distinct from product sales)
- GAP analysis, including interviews and observations of sales reps, service technicians, sales managers, directors, and support functions
- Design of proactive actions to accelerate the attachment rate for service sales
- Soft launch in high-performing market (Benelux) followed by rollout across EMEA
RESULTS
- A playbook as a common framework for consistent sales behaviors
- Transformation from a reactive organization to a proactive, market-oriented one
- Mapping of proactive customer engagement opportunities enables tapping into previously untapped business potential
TIPPING POINTS
- Validation of workflows within HQ Global/Regional structures minimizes structural barriers before implementing new behaviors
- Structured sharing of scalable best practices with actionable guidance through a cross-market training platform
'We have established a structured approach to unlocking potential in the service sector, driven by active and engaged leadership.'
Project Lead of Global Learning & Development, People, Organization & Culture
