Turnaround in the system furniture industry with industry and methodological knowledge

The European furniture manufacturer O with 400 million Euro sales has a subsidiary in D, who has been writing red numbers for years. The systems are sold via commercial agents as well as through their own distribution. This often hinders sales reps and commercial agents from Same Customers.

The sales representatives do not distribute the furniture systems exclusively. In case of bad experiences they do not actively offer the furniture systems of O. The system furniture market is highly competitive in d. In addition to quality and delivery time, prices also play a major role. This leads to discussions about intercompany prices at O.

The manager in D is overtaxed. For him, the European management of O bears the main blame for his dilemma. O has long since lost confidence in its managing director in D. He’s not creating the turn. Important decisions are made and the management of the o loses patience.

A new interim managing director must be here immediately. He should come from the system furniture industry with current contacts. He must be a strategist who knows exactly the problem between his own sales and commercial agent business. A sales expert with international experience. Excellent communication skills, a man with charisma, who gains immediate confidence in customers, employees and the management of O. An interim management provider presents the management of O several sales managers from the furniture industry. The successful interim sales manager can sell his blue PRint for a new sales strategy in the first conversation. With the necessary empathy he takes the worries of the O manager seriously and immediately gives you the feeling that he knows solutions. After 1 year the turnaround is done and O takes over the interim manager in a fixed position.

Conclusion: An industry expert who is also a true sales strategist with the necessary empathy guarantees success.