Business expertise
Performance of commercial operations
Business operations performance increased competition and rising customer expectations demand innovative commercial strategies and agile resource management. The main challenge is to reconcile profitable growth with maximum customer satisfaction, by taking advantage of the opportunities offered by new technologies and the customer-consumer knowledge that is now available.
Your challenges
Sales and marketing organisations are facing a dynamic environment where digitalization and automation are transforming practices. They need to optimize sales effectiveness, improve the customer experience and manage diverse teams to ensure growth and sustainability.
Ensuring growth with a view to sustainability and sustainable growth
- Return to growth
- Maintaining or boosting growth
Changing direction and rethinking your organizational model
- Change your commercial approach
- Changing dimension, moving to a different scale
« Synergizing » all the levers you need to win market share
- Ranges
- Channels
- Geographic zones
- Emerging markets
Stand out from the crowd in an omnichannel environment where all experiences must meet the same high standards
- Services
- Values
- Products
- Concepts
To be competitive
- Reduce non-value-added operations that impact margins
- Be more efficient in all sales and marketing operations.
Our convictions
Translating omnichannel into the organization
- Companies are often more multi-channel than omni-channel, and the ‘seamless’ experience promised to consumers requires colossal efforts on the part of the back office.
- The omnichannel approach needs to be rethought from the masterdata (an essential foundation) and with all the operational teams right through to the consumer service department, which needs to integrate the voice of the customer across all channels.
Developing customization and mass segmentation
- Customization of expectations and individualisation of needs must not be at the expense of profitability.
- We are convinced that agility can and must be processed, and that the unexpected must be prepared for, just as customisation can be thought out in an industrial way
Getting old and new to work together
- New modes of consumption and the explosion of data have led to the creation of new professions
- Which have not replaced all the old ones
- Digital’ people have to learn to work with “traditional” product managers, and the teams have to digitalize their approach
- Supporting trade marketing teams, the logisticians of marketing, essential links in the deployment of sales on the ground
- Sales departments must make the transition to customer services
Operating on a smart grid
- The most efficient networks are probably the most decentralized.
- But they are also the most interconnected and those capable of implementing pilots and projects very quickly.
- Community-based modes of operation are perfectly suited to network-based businesses, provided they are structured in such a way that
Don't lose the fundamentals
- Customer relations, whether in B2B, B2C, C2C, etc., have not all become virtual.
- Digital commerce has revolutionized practices, but has found its limits. The POS is still a place where you go and where you have to make promotional items available, for example, just as customers need to talk about their disputes and consumers need to be able to talk to a human being.
Our beliefs
and expertise
Our consultants have the technical skills, on-the-ground experience and perspective needed to help restructure organisations to support your network’s growth over the next five years.
Their pragmatism enables them to redesign the few ‘core’ processes in line with your company’s new ambitions.
Their data expertise combined with their mastery of powerful analysis tools means that they can go a long way in projecting figures and translating them into reporting.
Omnichannel strategy and organization
- Omnichannel organisation: from digital marketing to the supply chain, covering new needs from a functional point of view
- Defining the roles and responsibilities of new functions and integrating them into the ecosystem
- Skills repository and helping your human resources to identify the right profiles.
- Identifying and overhauling core processes
Customer relationship management
- Process diagnosis and optimisation
- Order to cash
- Transformation of customer services: maturity, roles, scope, automation, digitalization, development of customer relations, business levers, disputes, etc.
Efficient sales operations
- Fast implementation of effective BI to manage the performance of your Sell In / Sell Out teams
- Masterdata clinic
- Professionalisation of POS, promotional items/marketing logistics and merchandising flows
Optimizing and developing the service offering
- Customer promises / Customer surveys
- Segmentation of the service offering
- Reconciliation of commercial and logistics services
- Operationalization of the service offering segmentation
Distribution network performance
- Implementation of performance management
- Network & back office organisation
- Management of ranges & assortments and their life cycle
- Optimizing shelf availability and time to market
Your gains
Profitability
- Adapted roles and responsibilities
- Digital teams integrated into the traditional organization
- Commercial operations synchronized with other operations
Satisfaction client
- Increased level of service and experience
- Acceleration and customization of the consumer/customer response
Rentabilité
- Range performance
- Valuing services at their fair value
- Dispute handling
A Project ? Contact us
Head of Sales Operations Consultancy
Vanessa supports companies in their cross-functional transformation projects, from sales to the supply chain. Attentive to the balance between business challenges and operational constraints, pragmatic and results-oriented, she will listen to you and support you in the concrete projection of your ambitions while respecting the level of maturity of your organisation and your teams.
Among our references
Omnichannel organization, Retail and Consumer Care Diagnostics
Structuring a young network to support growth
Definition and implementation of shops and purchasing performance (BI)
Organisation BU DCPC France et Diagnostic Ordre de paiement
Defining the customer promise and service policies
Market study of services and development of a new service offering
Use Case
Defining and implementing shop performance
Our intervention
- Definition of the various discounts and their management criteria at head office and shop level
- Structuring, with the shop and head office teams, a cockpit for managing Sell in and Sell out performance at store, assortment and customer level
The results
- Assortment management criteria and associated discounts defined for each store chain
- Implementation of a power BI cockpit to monitor POS performance
- Training of teams in the administration of the tool and the use of reports
BU DCPC Subsidiary France
Our intervention
- Diagnosis of the existing organisation and putting into perspective the new macro-organisation defined by management
- Structuring the new missions with the sales, category management, marketing and human resources teams
- Impact analysis and change plan
- Dissemination of emerging and technical functions to everyone
The results
- Definition of the roles and responsibilities of the new BU organization, including the people appointed
- Structuring of the commercial policy process from the top management to the sales force
- Marketing organization reviewed, with roles and responsibilities recast and digital missions clarified
- Tools for change and implementation plan for the new organization supported internally
- Activation of the leadership team
They testify
« Local support that's ‘just like us’, human relations at the heart of our discussions, proposals for the development of our organization that are fully in line with our values and the history of our young network. »
Jean-Charles Suire-Duron, Managing Director at La Maison des Obsèques
« The Citwell Group's support has been crucial in organizing and managing our department. The firm's approach consisted of two stages: a diagnosis that highlighted the strengths and weaknesses of the ADV customer service, and an action plan to be implemented. »
Stéphanie Vaury, Groupe Atlantic Head of Customer Care
