Business innovations

From our practical experience and conversations with (international) marketing and sales organisations, we know that an organisation that manages to achieve profitable growth has coherently shaped its strategy, organisational configuration and operational management of its business strategy.

The model below is the conceptual framework we have developed and which we use in our projects daily. The conceptual framework structures thinking and helps determine the impact on the other organisational elements of a change, innovation or improvement in one of the elements.

Strategy Strategy

A clear and practical strategy with the customer as point of departure

Strategy elements and distribution structure have to be aligned.

For every change in strategy, the consequences for the distribution structure have to be translated.

The Customer Journey and possibilities in distribution are an essential source of inspiration for the strategy.

Distribution Distribution

Facilitating the Customer Journey for maximum commercial performance

Understanding and facilitating the customer journey.

Online is becoming more and more the backbone in integrated cross-channel distribution.

Being 'in control’ across channels makes it possible to offer the customer continuity and consistency throughout the Customer Journey.

Management Management

Sustainable results through adequate management

Adequate management is a precondition for sustainable results.

Management has to be completely in line with the distribution structure.

Fact-based and inspiring.


Organisations with a clear strategy are able to successfully coordinate their people, processes, structures and systems with one another. A strategy consists of four elements: the proposition, approach to the market, distribution and service.

  • I want an effective distribution strategy in order to increase profitability
  • I want a growth strategy in order to significantly grow sales
  • Can you develop an online strategy with the aim of retaining existing customers and winning new ones?
  • I want a customer contact strategy to serve our customers more efficiently


Back to strategy

The proposition works out the customer need in the most distinctive way possible with profitable products and services for the most valuable customers.

It is important to translate the proposition into the daily practice of employees, and salespeople in particular. How does this proposition influence their working practice? Will they have to approach customers differently, or approach different customers? How can you help them achieve that?

  • Can you support us in developing a customer-driven and distinctive proposition?
  • I need clear sales stories for our salespeople/account managers for supporting sales
  • Can you translate the proposition into a market-ready concept?

Market approach

Back to strategy

The core of your approach to the market is processing and developing the potential in the market and among existing customers in the most effective and efficient way possible. In every expression and every contact, you want to make sure the customer feels that you understand his/her needs. The success factor for a good plan for approaching the market is the extent to which the objectives are made concrete plus their translation to the individual level.

  • What is the potential in the market and what does that mean for the form and size of our M&S organization?
  • How can I better configure my lead management process in order to get qualitatively better leads?
  • I want an effective marketing plan in order to implement our sales activities in an even more targeted way

Service concept

Back to strategy

The service concept sets out how the organization serves its customers. Based on a clear sales process, the concept describes which products and services are available through which channels and at which service levels. Matching customer needs and the customer journey is important when drawing up your service concept.

In successful sales organizations, employees are able to match their sales activities to the customer's sales process in a uniform and structured manner.

  • How do I translate my company's core values to service provision across the different channels?
  • How can I increase my grip on my sales organization?
  • How can I increase the profitability of my marketing and sales organization?


Back to strategy

The distribution strategy describes how the organization brings or offers its products or services to its customers in the most profitable way possible. The market and portfolio potential are the starting point for the distribution strategy. Distribution makes choices in channels, types of customers, geographical presence, number and type of employees and objectives at result and activity level.

The distribution strategy yields clear and well-founded choices as to which channels the organization uses for which customers in order to achieve the objective(s).

  • How can I get the different sales channels working together better?
  • Which are the best channels to use for my customers?
  • How many salespeople and what kind do I need in order to achieve the objectives in the most effective way possible?
  • What is our ideal location policy?


Successful (sales) organisations with good commercial performance, have configured their distribution in a clear and coherent manner. By commercial performance we mean delivering maximum conversion and customer satisfaction in the most effective and efficient way possible.

  • How do I optimise my sales?
  • How do I get marketing and sales to work together better?
  • How can I make smart use of multiple channels?
  • How can I increase my customer satisfaction?
  • How can I constantly learn from my customer contact?

Customer journey

Back to distribution

The Customer Journey is the aggregate of a customer's steps and experiences when doing business with an organization. Important phases within this journey are inspiration, familiarization, sale, use, further sale and possibly termination.

Insight into the customer journey enables you to configure your channels and business processes in such a way as to optimally match the needs of the customer in every phase.

  • Where and how does my customer familiarize him/herself with my type of product/service?
  • Which channels does my customer prefer to use and why?
  • What are the potential termination moments and how can I avoid them?
  • What are the unused opportunities in my service?

Cross-channel management

Back to distribution

Cross-channel management means facilitating and managing the customer process, including if it straddles multiple channels. More than 80% of customers use multiple channels when buying a product or service. Being 'in control’ across channels makes it possible to offer the customer continuity and consistency throughout the Customer Journey – in terms of the process, the content and the form. In addition, you are able to direct the process as it progresses and hence the result.

  • Who is actually responsible for cross-channel management?
  • How do I achieve a single customer view?
  • How do I get my tracking and tracing working across channels?
  • If I know where I want to go, how do I migrate towards it?

Sales and service management

Back to distribution

Sales management means closely managing the sales activities during all phases of the sales funnel. It starts with a clear sales process and the sales funnel. Management information on sales funnel performance in the form of figures makes it possible to make fact-based adjustments.

Cases show that using this system, it is possible to achieve sales increases of at least 20% to 40%.

  • How do I get more out of my existing sales force?
  • What is the potential and where does it need to be realized?
  • How do I get my people to sell the most profitable products to the most valuable customers?
  • How do I get my people to use their own customer bases more actively?

Lead and case management

Back to distribution

Lead management ensures the optimization of lead flows in terms of quality and quantity. Case management achieves the handling of customer assignments, questions and complaints. Both come together in campaign management, which revolves around reaching the right people with an appropriate message. 

The success factors in lead and case management are measuring, analyzing and taking measures so that the next campaign yields even better results.

  • What are the best sources of leads?
  • Where do I get good leads from?
  • What yield will I get from leads?
  • How do I make optimum use of my leads?


For lasting results, the strategy needs to be implemented in a consistent manner. The management has a crucial role to play here. Management and staff need to be intrinsically motivated in order to achieve the objectives based on the strategy. Working out the four pillars among management in a coherent manner can help.

  • How can I successfully implement the strategy we have developed and assure it in the long term?
  • How do I get my (sales)managers to be sharp and successful?
  • Which KPIs do we need to focus on?
  • What should the division of roles be in a cross-channel situation?
  • How can we start working as a single team and take advantage of each other's strengths?

Roles and responsibilities

Back to management

Clear roles, tasks, competencies and responsibilities define which departments and which employees do what and when, and above all how they work together. Good agreements establish clarity and structure. Because everyone knows what their own contributions are to the result, employees will feel more involved. This adds to energy, enjoyment and productive cooperation between departments.

  • How do I get marketing, sales and other departments working together better?
  • Besides training, how do I increase the personal effectiveness of my employees?
  • How do I get rid of my 'meetings culture'?
  • How can I get my employees to take more responsibility for themselves?

Management information

Back to management

Commercial management information is fact-based information about the activities and results, set against the objectives. Elements of commercial management information are the Key Performance Indicators (KPIs) and the dashboard for monitoring performance with respect to these KPIs. That goes for the strategic, tactical and operational levels and across the different channels. The commercial management information provides the management with insight in order to manage in a targeted manner and to know which actions need to be taken. This enables the organization to predict and maximize turnover development.

  • Which KPIs do we need to focus on in order to achieve our objective(s)?
  • How do I ensure that I get the same growth as in the pilot and maintain it across the organization?
  • How do I get more grip on my sales (organization)?
  • How can I deploy the management information I have more effectively?

Management tools

Back to management

The tools for better commercial performance are all the systems, methods and aids which contribute to achieving your objectives. Among other things, the management toolkit consists of best practices and management dashboards for configuring processes and monitoring commercial results. The toolkit for employees consists primarily of the systems and instructions for the (commercial) processes.

  • How can I make greater use of the potential within our organization?
  • How can I increase the self-learning capacity of the organization?
  • How do I get the different countries/regions to learn more from one another?
  • My managers need practical tools/aids in order to be able to operate more effectively

Coaching and training

Back to management

Introducing a new way of working starts with the managers. After all, the management can only coach the employees in the new working method and convince them of it if they are also experiencing the change themselves.

As such, management training forms a standard component of our approaches and solutions.

  • How do I get people to start thinking and acting based on the new strategy and not remain stuck in 'old' habits and ways of working?
  • How do I get my managers to start 'managing'?
  • How do I help people to 'dare' to call each other to account?
  • How do I achieve a degree of hygiene in management, for example consistency in working methods, management, evaluations, etc.?

Interested or more information? Please contact us