9/11/2017

About Kauflauf GmbH

Headquarters in Heidelberg, Germany
Founded in 2002 offering software as a service

Jess Westerly at Kauflauf Disruptive Innovation

Primarily served sales classes 3, 4 and 5- Middle scale and small scale companies

GmbH Quickly outperformed biggest rivals

Provided broad range of ERP and CRM solutions for :

Auto parts Suppliers of Medical

Providers of Computer
manufacturers and Devices
and office products
distributors

Presented By: Group 4 Departments: Development, Marketing, Sales

Selwin (11) | Vishesh (33) |Dhairya (57) | Akshita

(117) | Sreya (136) | Tuilika (158)

Organisation Structure Jess Westerly

Hired in November, 2011
American raised in Germany
Assistant Product Owner
Worked in a similar position for a software company in the US
Rigorous Kauflauf two month orientation
Great prior success at growing the market share
Jess Westerly Klaus Kristoff Field Consultants
Tim Roeder, Product Heinz van Hoorn
Owner CRM Division Director of Asst. Product Owner, Director of Sales
Marketing Office and Computer
Supplies

Internal Analysis of the Company Internal Analysis of the Company

STAFFING STRATEGY SHARED VALUES STRUCTURE STYLING SKILL

Three Heads Middle Market Relationships with Loose hierarchy, report Leadership style is very Field Consultants highly
CEO,CFO, Admin Custom Software customers and colleagues direct to CEO effective skilled in sales
Three Divisions: The best in the field Systems: one-on-one, Non-Hierarchical Three leg approach
Development No matter where in the allocate time to small/med Interpersonal relationships Small company friendliness
Marketing world you live, if you work firms, small-co friendliness, Cooperative employees, find No bonuses to reward high
Sales for Kauflauf you live in informal relationships with high satisfaction in doing achievers
Heidelberg colleagues for fast inter-dept well Communication between
*Each Division has subdivisions contact HQ Development, Marketing
and Sales

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Analysis of the Current Situation Summary of Westerly Problem

Economic Social Technology June 2011 August 2011 November 2011

Split global sales into Emphasis on Making sure they had the 1. Westerly emails sales
three geographical personalization, best possible products to department initial
Westerly realizes she
offer towards their proposal Revised plan approved by
regions: Europe/Middle interconnectedness, needs to reshape her call
Director
East/Africa, Americas, strong customer service clients. 2. Negative feedback from patterns strategy
sales department
and Asia-Pacific. CULTURE received at headquarters
Legal
They understood legal
implications

Role Play Jess Westerly and Tim

Roeder

Task

Increase profit, improve strategy

Different FCs Opinion Shift customer focus: Small/med Large

Approval from department heads

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Problems Identified
By moving to level 1 and
Kauflauf built on

Trying Again
Strong retaliation from 2 accounts, Field
soldiering of middle
FCs Consultants will lose
market
small markets to rivals

No developmental
Lose uniqueness among
capacity to handle work
competitors
for class 1 & 2

Way Ahead
Entire sales
Why did team be Should I have
the earlier involved? taken support
from the FCs,

Tim Roeder, Heinz van

initiative
fail? designers?

Rollout meeting
Change in in Heidelberg

Hoorn & Klaus Kristoff

compensation with RSD and
system? best FCs?

Recommendations Recommendations
Discuss the plan with the RSD, FC, Developer and consultants to Boost Awareness
and conduct seminars and informal discussions
Build participation and engagement

Take into consideration various compensation plans and training programs

10-20% PLP for level 1-3
Small scale companies have the opportunity to transform
into larger customers which keeps the intimate
Segment the FCs and Keep focus on small and middle scale clients to maintain
relationship goal yet brings the big revenue desires
the culture

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Thank You