Nordic Well Group

Starting point: Growth through sales development and customer-oriented behaviour

• Ambitious growth strategy with a need to quickly raise sales and customer service performance
• A desire to establish a training and performance culture
• The company operates in a market under pressure on prices and products
• A desire for leadership closer to employees and the daily customer and sales dialogue
• Ambition to translate the strategy into concrete, customer-oriented behaviour in sales and customer service

Challenges: High customer acquisition costs and inconsistent sales behaviour

• High costs of winning new customers – CPA (cost per acquisition)
• High customer attrition – also known as churn
• Large differences in performance and inconsistent quality in customer and service dialogues
• The sales dialogue is focused on prices and products
• Managers find it difficult to translate strategy and value proposition into concrete employee behaviour

Process: Gap analysis, leadership training and hands-on sales training

• Insight into the company's strategy, goals, analyses and unique market positioning
• Interviews with managers, specialists and health advisers, as well as observation and assessment of their behaviour in practice
• Gap analysis of potential and barriers, and mapping of best practices in sales and customer service
• Leadership training and train-the-trainer programmes focused on building support, acting as super users and developing others' competencies
• Joint team training in conversation structure, invitation questions, consultative customer dialogue and structured knowledge sharing
• Real-time observations with individual and group feedback

Outcome: Increased sales effectiveness and more value-creating customer dialogues

• Best practices have been identified, compiled and translated into concrete descriptions of customer-oriented behaviour
• Increased sales effectiveness through consistent and professional sales behaviour across national borders
• Shorter and better customer dialogues that clarify the company's unique value proposition
• A usable Customer Value Proposition (CVP) and clear USPs for use in all customer dialogues
• The gap analysis ensures targeted training of the relevant behaviour using the right training methods

Decisive turning points in developing a training and performance culture

• Managers can explain the strategy, challenge existing behaviour and show what the desired behaviour looks like in practice
• A coherent development process with gap analysis, a shared framework, concrete examples and train-the-trainer
• Ongoing sales and customer service training – “little and often”
• Management support and systematic follow-up are embedded in a new training and performance culture