Introduction new service delivery concepts
Breakthrough: As part of the transition to an effective Go-To-Market strategy per customer segment, the legal division of a major information provider in the Netherlands implemented new service delivery concepts. These concepts aimed to reflect the current and future value of customers and prospects. The goal was to increase market pressure while significantly reducing the relatively high sales costs associated with visits from account managers. The information service provider also sought to improve the measurability of sales efforts and results to gain better control over operations and enable faster adjustments. This goal was achieved through the introduction of telesales teams responsible for sales and account management in the middle and lower segments. Simultaneously, the online sales channel was strengthened. The sales teams were supported by improved sales dashboards, virtual meeting rooms, and other tools.
Impact: Customer coverage in the targeted customer segments increased from 40% to 70% in the first 6 months following the introduction of telesales teams, achieving significant cost savings. The portfolio value of customers served through the more efficient telesales channel is substantial and increasing. Real-time dashboards track metrics such as the number of calls per day and the sales team’s progress, displayed on screens for all to see. This enables professionals to monitor both individual and team performance and make necessary adjustments quickly. The successful implementation in the Netherlands has been replicated in other European countries where the legal division of the information provider operates, with employees having access to a specific Go-To-Market Playbook.
As the CEO of Merford, a specialist in sound management, acoustic materials, and doors, Robbert-Jan Ter Horst worked with Turner Strategy Execution to challenge his plans for the future. The result: a sharply formulated strategy that is already yielding results. The Board of Supervisors and shareholders have fully supported the strategy.
UWV WERKbedrijf, part of the Employee Insurance Agency (UWV) in the Netherlands, supports job seekers through labor mediation and reintegration services. Like many other service delivery organizations, their services have become highly digitized in recent years, relying on individuals’ own responsibility and self-reliance. However, job seekers, particularly those facing employment barriers, still have a continuing need for personal contact and customized support.
Executable growth strategy and conditions for execution
A multinational has globally integrated its autonomous operating companies into ‘one operating company’ per country.
Breakthrough: This integration took place ten years ago, but is still known as a successful case in business management
De Vereende, an insurance company specializing in special risks, aimed to achieve higher efficiency, create room for new initiatives, and improve customer and employee satisfaction. The company enlisted the help of Turner to conduct a quick scan of all core processes. “We needed assistance because we didn’t yet have the knowledge and expertise in-house,” says Bert Sonneveld, Marketing and Underwriting Manager.
Belron Netherlands, known for brands such as Carglass, Autotaalglas, and GlasGarage, operates in a shrinking market where there is a decreasing demand for windshield replacement or repair. Turner has supported Belron in finding a future-proof and growth-oriented business model.
Breakthrough: The cooperative has chosen a growth strategy that is partially realized through acquisitions.
Breakthrough: The last years of the first decade of this century were challenging for the financial sector. The financial service provider was under significant pressure to realize strategic choices. The life insurance market had completely collapsed, and the mortgage market was also performing poorly.