Automotive & Mobility

Optimizing the Operational Sales Processes at a Sports-Car OEM

Challenges

Increase in sales effectiveness:

  • Meeting the ambitious sales, price and revenue targets
  • Raising the repurchase rate
  • Optimizing the price structure between new and used company cars and improving the residual-value stability

Increase in sales efficiency:

  • Laying the basis for new growth through new vehicle projects
  • Allocating the resources within the sales organization on OEM and wholesale level according to functional requirements—taking a rationalizing target of 10% as a basis
Problem-Solving Approach

Developing a process model across all sales levels

 

Preparing the project and compiling the project definition

 

Analyzing the as-is situation:

  • Conducting rough analyses to identify and prioritize weaknesses along the as-is processes
  • Analyzing the prioritized weaknesses in detail
  • Recording the bounded capacity (as is) in full-time equivalents (FTE) in order to determine the base line for the computation of the rationalization target in absolute numbers

Shaping the to-be organization:

  • Working out concepts and approaches in order to overcome the prioritized weaknesses and pooling them into action fields/bundles of measures
  • Defining the to-be processes
  • Deriving the organizational structure (to be)
  • Allocating capacity to the to-be organization

Preparing the implementation and developing an action plan incl. dates, responsibilities, budgets, etc.

 

Supporting the implementation:

  • Communicating on a regular basis
  • Controlling taken actions
  • Controlling effects
Results

8 out of 18 action fields prioritized

 

Sales-network development organizationally separated from the sales operations (new department established)

 

Processes and the remaining organizational structure adapted to the to-be concepts

 

Significant increase in effectiveness in the form of additional contribution margins considered in re-worked target agreements of the relevant directors and additional capacity created by efficiency improvements

March 2021

‘Best Management Consultants 2021:’ T. K. HAMANN among the top 3 consultancies for sales, after sales, and CRM

The 2021 ranking ‘Beste Unternehmensberater [Best Management Consultants]’ by the German business magazine brand eins and the business data portal Statista has just been published.

 

T. K. HAMANN takes a top position in this with a shared second place in the field of ‘Sales, After Sales, CRM.’  In addition, we are honored for the sector ‘Auto & Suppliers’ and the functional area ‘Strategy Development.’

 

We are grateful to all our clients, the entire team, and business partners who have worked with us since our founding in late 2016.  Together, we will continue to consequently pursue quality leadership in our disciplines.

For this year’s ranking, 2,334 colleagues determined the best management consultancies according to their perception by industry and functional practice area.  Subsequently, assessments were obtained from the clients.  For this purpose, 1,100 senior executives were provided with a list of the recommended consultancies for each industry and work area clients via online survey; another 234 senior executives (Head of Strategy, Head of Business Development, etc.) from DAX, M-DAX, S-DAX and Tec-DAX companies were specifically invited to participate in the survey.