GEFCO, a major player in the multimodal supply chain, has chosen to activate the Sales Enablement lever to meet the new challenges of its business. To discuss this, we had the pleasure of talking with Béatrice COLLEC, Strategic Marketing Manager at GEFCO.
Can you summarize your career path and GEFCO's business in a few words?
After 5 years of experience in Sales (B2B and Retail), I have mainly held positions of responsibility in marketing and communication, notably at Ciblex, Geodis and STEF. I have always had two major objectives, regardless of the positions I have held: to improve the customer experience and to develop the company's profitability. Today I am Strategic Marketing Manager at GEFCO, a multimodal supply chain expert and one of the leading automotive logistics providers in Europe.
GEFCO has chosen to activate the Sales Enablement lever. What led you to implement a Sales Enablement solution?
We have made several observations, starting with the changes in our sales approach. Like most companies, we had to switch to remote selling almost overnight during the first Covid-19 crisis. Contrary to what we might have thought, remote selling has continued among B2B buyers beyond the health crisis, mainly for efficiency reasons.
The second point is the increasing complexity of the purchasing process, with increasingly extensive contact matrices. We also saw an evolution of the personas we work with. It was clearly a new generation of buyers and new functions to address with completely different expectations.
More broadly, the economy is moving towards what I would call a "Never Normal". Many of the industries we serve were already undergoing profound transformation long before the pandemic, and the pandemic essentially acted as a gas pedal. These transformations have had a major impact on logistics. E-commerce, for example, has turned the supply chain world upside down, as has the desire of players to make their supply chain more sustainable. On a more "macro" level, the Never Normal has, for example, materialized through the blocking of the Suez Canal, waves of confinement, shortages of raw materials, imbalances in flows, the war in Ukraine, etc.
This turbulent context requires a certain degree of agility in order to be able to produce alternative, ever more innovative solutions, and thus meet our customers' expectations. Sales Enablement gives us the tools to activate this synergy between marketing and sales and to respond to these challenges.
What do you consider to be the three most important points for a successful implementation of a Sales Enablement solution?
In my opinion, the simplicity of the solution and its implementation is a crucial point. It was important for us to provide our sales representatives with a "One Stop Shop" experience via the CRM in SSO mode. We wanted to avoid the pitfall of using multiple tools to respond to each "Pain Point" in isolation. The multiplicity of tools in turn becomes a "Pain Point" and the sales people end up disengaging. This simplicity was therefore a decisive criterion in the choice of our Sales Enablement solution, in this case Seismic.
Secondly, the sponsorship of an internal Sales Enablement project should be hybrid, i.e. conducted hand in hand between sales and marketing. This guarantees a transparent diagnosis, a decision-making process that includes all stakeholders, and optimal adoption and use afterwards.
The third point of vigilance is to have a unique content base. If we were able to implement a Sales Enablement solution in a short timeframe, it was also because we had a single content base for all the countries in which we operate.
What KPIs are you tracking to measure the ROI of your Sales Enablement program?
Nous avons mis en place la solution de Sales Enablement en novembre 2021. Il est donc encore trop tôt pour parler de ROI. Je peux en revanche vous donner un KPI intéressant. Nous avons utilisé le Net Promoter Score (NPS) pour mesurer l’adoption de l’outil, et nous avons obtenu un résultat dithyrambique de 78. Pour vous donner un ordre d’idée, les différentes mises en place d’outils pour les commerciaux que j’ai connues dans ma carrière affichaient un NPS inférieur à 20. Je pense que cette recherche de simplicité qui a guidé le choix de notre outil de Sales Enablement a joué un rôle important dans cette adoption massive.
Today, the buyer completes 57% of the buying journey before initiating contact with the intended supplier, and 55% of buyers believe that salespeople are not trustworthy partners. Can Sales Enablement reposition the sales person as the buyer's preferred partner?
In B2B, Remote Selling is now a reality. Digital technology is becoming essential in the exchanges between buyers and companies. However, I believe that the relationship of trust and loyalty can only be built through the human touch.
As Gartner explains in its latest study, salespeople are now called upon to refocus on consulting and performance missions. Of course, there is this "data-enhanced sales" side, but experience and intuition will continue to make the difference. Today we are witnessing an undifferentiation of offers, and prices often end up aligning. It is the buyer's experience that makes the difference, and Sales Enablement is all about that.
Can you complete this sentence: the year 2022 will be the year...
... the "Never Normal"! Uncertainty is becoming the norm, and customer experience is becoming a matter of course!