FOSS Upon this understanding key tasks were subsequently to engage senior managers and employees in designing a new operating model and realigning marketing, sales and service, as well as changing the mindset to become customer-oriented. THE RESULTS As a result of the transformation FOSS now has increased their customer attention. The outside-in driven identification of customer loyalty drivers has helped allocating resources to the areas adding most value towards the customer. This has resulted in a new organisational structure with revised functions and centres of excellence, encompassing new roles and tasks between local and regional offices and headquarters. A best practise operational model for marketing, sales and service regarding standard interfaces and operating procedures has also been adopted, as well as a fact-based environment incorporating customer data to the backbone of all actions. Data has also provided an overview of how profitability/loss was/is distributed within products and segments, improving possibilities for more accurate target-setting and for addressing the most profitable markets or segments. FOSS has made a turnaround and generated a significant improvement in financial results with a record revenue level in 2011 and significantly improved profitability after a complete market collapse in 2009. SECTOR Industry EXPERTISE • Commercial and sales excellence
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