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Le « Service clients », opérationnel depuis près de dix ans, permet au Groupe d’accroître sa performance en terme de satisfaction clients et hôtels. Toutefois, son champ d’activité n’a cessé de s’étoffer, portant aujourd’ hui préjudice à la qualité du service délivré et à l’état d’esprit du personnel composant l’équipe.

 

Face à ces enjeux forts, les consultants KESTIO, ont mené une mission de réorganisation et de conduite du changement, dans le but d’améliorer la performance de ce Service clients.

Afin de disposer d’un état des lieux exhaustif, les équipes KESTIO avons réalisé un Diagnostic à 360° en sollicitant les membres de l’équipe, leur direction ainsi que toute entité en interaction régulière avec ceux-ci (Communication, Ressources humaines, Marketing, Commercial, Qualité mais aussi les Hôteliers et les Clients). La diversité des échanges et la confrontation des points de vue nous a permis de réaliser une synthèse objective de la situation.

 

L’étape suivante fut capitale dans la bonne conduite du projet : la Réunion d’adhésion. Il s’agit d’organiser une rencontre des protagonistes concernés par le changement à venir. L’objectif est double :

    • partager les conclusions du Diagnostic 360° entre équipe dirigeante et équipe opérationnelle,
    • définir la raison d’être du Service clients.

 

Lors de cette réunion, l’ensemble des acteurs du projet acceptent une part de remise en cause (sur la prise de recul proposée) et s’engagent dans le changement.

L’optimisation de la performance, dans ce cas précis, fut animée en co-construction avec les équipes opérationnelles du Service clients. A travers la préparation et l’animation de plusieurs ateliers de travail (portant sur l’organisation, les processus & Outils et les compétences), nous avons redéfini le cœur de métier du Service clients,  son périmètre d’activités, ses objectifs qualitatifs et quantitatifs, ainsi que les transformations opérationnelles  nécessaires.

L’expérience et l’implication de chacun a permis, in fine, d’accélérer ce chantier de réorganisation et de rendre rapidement opérationnelles les pistes d’optimisation.

Découvrez, dans ce webinar, comment permettre à vos équipes d’être efficace en réorientant les efforts de vos commerciaux (et, particulièrement dans le contexte actuel). 

Technical aspect: This is the easiest to grasp, as we have the resources, processes, and qualified methods to explain it.

Relational: This arises when different professions, hierarchical levels, and decision-making bodies are involved. How will each of these actors react to the change inherent in any project?

 

The main risk associated with this complexity is failing to achieve the project's assigned objective. Fortunately, various levers can be activated to significantly increase the chances of success. As an equation, a mnemonic device to remember them:

[(scope/number of lots+ management)x σ] communication+resources, with σ= sponsor constant

 

1/ Project governance and sponsorship: two levers for decision-making.

Implementing governance is the organizational solution to establish the operating rules specific to the project. The bodies that compose it must review its progress and make decisions, sometimes difficult ones, such as adjusting the trajectory in relation to what was initially planned. The regularity of meetings of these bodies promotes the expression and involvement of all stakeholders.

The sponsor is also an essential component in the decision-making process. Their position of influence and commitment to the success of the project helps to stay on course. Without a sponsor, there is no channel to the highest levels of the hierarchy. Without visibility, there is little guarantee of survival for the project.

 

2/ A clearly defined scope and regular monitoring optimize the operational security of the project.

The exercise of defining the scope is a delicate exercise insofar as it must meet two conflicting objectives:

    • to be exhaustive enough to meet the needs of the project stakeholders and thereby encourage their involvement
    • and stay realistic, therefore achievable.

 

The first part of the exercise should open up the field of possibilities: the objective is to give free rein to the production of ideas in order to glimpse the extent of the possibilities for action. The second part consists of reducing the scope to an addressable reality, and lotting is then the solution to be favored, because it makes it possible in particular to better control the cost/quality/time triangle. The reality of a scope is often the result of compromises within negotiations between the different players.

 

This scope should be officially published within a 'project contract', which can be referenced, particularly for managing a fixed price with an external provider, where the scope can be adjusted in relation to costs.

Of course, regular monitoring of actual costs incurred, milestone achievements, and the quality of deliverables is essential to ensure progress on the commitments made in the "project contract." As the success of a project is built gradually, these indicators set the tone: green if the trend is favorable, red if there are sticking points.

For more information on the approaches of the Change Management team within KESTIO and how to implement them in your environment, send an email to the following address: info@kestio.com, subject: Project Management

 

3/ Resource management and communication are key to the performance of a complex project

Of course, the skills of the resources to solve the problems identified within the scope are necessary but not sufficient. It is the dynamics of the project team members among themselves that is key to the project's performance on a daily basis and directly impacts the cost/quality/time triangle. A project may be delayed due to technical points that are more difficult to resolve than anticipated. But it can come to a standstill if the stakeholders fail to share the same objectives and coordinate their efforts to achieve them. The motivation of the teams is best maintained when victories are quick (quick wins) and celebrated.

 

Communication is also crucial, involving both a truthful discourse based on facts and the promotion of the project's identified benefits: acknowledging the difficulties encountered while maintaining buy-in is the challenge to be met with consistency and determination.

At KESTIO, we are convinced that the success of managing a complex project depends on taking into account its context as objectively as possible, on the project manager's clear understanding of the available strengths but also the potential breaking points that can destabilize the whole. And from this starting point, being able to build a common trajectory and a collective adventure. At KESTIO, we support many company projects on the path, never straight, to success.

 

 

Adopt a tool tailored to your business and expectations: choose the right CRM. To better understand its usefulness and choose a suitable CRM, watch this webinar:

However, customer understanding remains underdeveloped and often underestimated in terms of business development and customer loyalty. Many salespeople only question their prospects to discover their current or potential level of equipment. They often feel they know their customers well enough, and do not need to conduct an in-depth discovery interview with them.

 

Customer knowledge is too often passive, and much less frequently the result of commercial proactivity. CRM tools also show that customer databases are often incomplete, while insufficient contact with sales representatives is a frequent reason for customer churn.

 

Why implement a customer-oriented sales approach?

While product knowledge remains fundamental, implementing a customer-oriented sales approach is therefore both a matter of commercial effectiveness, satisfaction, and customer loyalty. Thanks to a better understanding of the customer and the relationship of trust created, the average value of contracts and conversion rates increase.

Cette évolution représente également un facteur fort d’épanouissement professionnel pour les équipes de vente, permettant de valoriser leur approche et d’apporter une valeur ajoutée très appréciée des clients. Un grand groupe européen d’assurance et de banque a ainsi choisi KESTIO pour l’accompagner dans son projet de déploiement d’une nouvelle démarche client. Ce projet représente un fort enjeu de développement commercial, de fidélisation client et d’amélioration de la contribution client.

 

How does such an approach materialize?

1. To show interest in your client, you must first prepare for your meeting by analyzing the information available about them, ideally formalized in the CRM tool. In the insurance and banking sector, this means knowing perfectly what the client has within the company, but also with competitors.

 

2.During the sales meeting, the customer approach also means asking your client exploratory questions, taking a real interest in them and their motivations, and thus going beyond what they have spontaneously said. Investigating the reasons behind the choices made or considered is considered as important as the type of equipment they have (products or services purchased).

 

3. The proposal should be developed as a comprehensive client solution, and not as a series of unrelated products or in-house services. Therefore, it should start with the client's needs and motivations and be presented with a client-oriented approach.

 

4. Finally, to position himself within a customer-centric approach, the salesperson adopts the position of an expert. Their assertiveness helps to establish a strong relationship of trust with their client, and to help them make the right choices.

 

How to deploy a customer approach with sales teams?

Such an evolution in the sales approach requires significant changes for sales teams. In this regard, the presentation of the project and the role of managers will be crucial in giving meaning, supporting, and enabling employees to positively evolve into a new dimension of their profession.

 

Therefore, the shift from a product-centric to a customer-centric approach should be seen as a significant change in practices, requiring support that integrates skills, tools, processes, and organization.

 

Because this approach is particularly structuring, it is built over time, with the involvement and conviction of the entire sales management team.

Discover even more content on the same theme:

 

In this article, you will find a summary of a comprehensive survey covering the implementation methods of CRM tools, usage patterns and identified obstacles, perceived benefits, and our recommendations for reconciling salespeople and the tools provided to them.

 

Sales functions often suffer from the CRM tools available to them, even though the goal is to help them improve their sales performance. Indeed, while a large majority of the companies interviewed (80%) recognize that CRM tools allow for better customer knowledge, nearly 75% of them observe resistance to their use for reasons independent of the tool implemented (ergonomics, availability of information, etc.)

 

In many CRM projects, difficulties related to deployment to end users are added to the problems of solution design and configuration (more than 73% of the companies interviewed acknowledge that the CRM tool in place in their company was not sufficiently mastered by users and adopted by managers). Consequences: users refuse or only partially fill in the tool, sales managers continue to use their old systems to manage activity, etc.

 

The entire project's sustainability is then called into question due to a lack of operational results. Everyone knows that the tool is not an end in itself and cannot compensate for user reluctance and obstacles. Often, the solution lies in management approaches.

 

This study shows us two major trends:

 

1. The collective interest, namely that of the company, in CRM tools is not questioned by users and their managers: almost all recognize that the tool allows for advances in knowledge and information sharing around the client. However, these contributions remain fundamental to all CRM tools (including free solutions!).

Contact us to obtain the complete survey

Contact us

 

2. However, when it comes to personal involvement in the implementation and use of a CRM tool, many resistances emerge and make its deployment to operational staff complex, even impossible. The tool becomes poorly informed, criticized, unused, etc.

 

In conclusion, the collective stake in this type of project is, for the most part, shared but conflicts with the individual interests of the targeted users, the sales representatives.

 

 

Our vision: CRM tools are not essential for individual sales performance. Many salespeople continue to perform well without using a comprehensive CRM solution. However, the growth of sales and marketing organizations and competitive pressures now require customer relationship management to refine their understanding of targets and improve information sharing.

 

In summary, the question to ask is this: How can we align the individual interests and benefits of salespeople with the overall and collective challenges of the company?

To learn more about CRMs and help you with your projects, find all of our methods and tools here:

Choose my CRM.com

C’est dans la résolution de cette problématique que KESTIO a engagé son dynamisme et mis à profit son expérience de gestion d’un portefeuille de projets et de conduite du changement, pour l’un des leaders du secteur de l’efficacité énergétique dans l’habitat collectif.

 

La donnée est simple : l’entreprise se transforme, son cœur de métier s’étoffe, de nombreux projets deviennent indispensables à sa pérennité. Dès lors, la solution régulièrement choisie par les entreprises actuellement est de proposer à leur management intermédiaire de porter la responsabilité d’un projet de changement interne. Les équipes projets alors constituées s’articulent autour de la chaîne de valeur de l’entreprise, puisant dans le vivier de ressources que sont les fonctions métiers, techniques et supports.

L’essentiel de notre intervention se  concentre alors sur la Coordination du portefeuille de projets stratégiques, leur pilotage et la montée en compétences des chefs de projet.

 

Chaque projet est formalisé à travers notre outil « Feuille de route », évaluant entre autres l’ambition du projet, ses risques à terme, le délai attendu, les ressources humaines, techniques et financières à mettre en œuvre. Notre accompagnement objectif permet de maîtriser l’interdépendance des projets.

Parallèlement les instances de gouvernance sont mises en œuvre afin de gérer en interne les projets, de rendre les arbitrages nécessaires, de partager leur avancement et de valider les jalons décisifs. Notre rôle est alors de leur apporter les moyens de piloter ces projets à l’aide de tableau de bord et d’indicateurs de performance, que nous avons défini ensemble.

 

Dans le même temps, une méthodologie projet est transférée à chacun des chefs de projet. Concrètement, ce fonctionnement permet aux équipes projets de bénéficier d’un véritable suivi de projet à travers l’animation de Plans d’actions hebdomadaires et mensuels.

Enfin, une communication, à fréquence régulière, est rédigée par l’équipe de Coordination du portefeuille de projets, puis adressée par la Direction générale à l’ensemble du personnel afin de donner de la visibilité à cette transformation.

 

La mise en œuvre de l’ensemble de ces méthodes et outils éprouvés, conjuguée à l’implication continue des équipes de KESTIO, aura permis à cette entreprise d’accélérer son développement.

Pour mener à bien tous vos projets, il est important d’optimiser vos prévisions. Découvrez comment faire dans ce webinar

Information intéressante montrant la pertinence des solutions Kestio SYSTEM qui permettent de travailler sur la qualité de la communication commerciale et l’écoute active en entraînement intensif (Training).

 

http://infogrow.typepad.com/ voir billet August 02, 2011