The Phone House

After almost 10 years of rapid expansion, the telephony market in Spain has reached a point of maturity in which the saturation of demand is combined with the surplus technological products and services on offer, in addition to the homogenization and concentration of the activity of the operators.

• To maintain its leading position in the independent telephone sales market, Phone House needed to redesign its market approach processes in order to be more efficient and effective with the marketing.
   
• Despite the growing standardization of the supply, it was vital for the company to ensure that its clients continued to have a unique purchasing experience, since this was the way to continue to attract and retain them.
   

With a market undergoing far-reaching transformations, in which the processes of concentration of the telephony operators on a European level stand out, the future of Phone House currently depends on its ability to adapt to the new environment and to continue to offer a differential value despite the fact that the telephone product is increasingly standard.

• The company needs to begin an internal reorganization process in order to respond to the new market situation and achieve the greatest efficiency and effectiveness in its activity.
   
• The freedom that Phone House gives its professionals at the point of sale, a key to the company’s success to date, could become a disadvantage if the team was not equipped with the necessary skills to interpret and respond to demand on time. 
   

The Institute of Lifelong Learning of the University of Barcelona worked with Phone House on the design of a professionalization programme whose main objective was to provide new skills in order to consolidate more effective sales and a better purchasing experience for the client. The project was organized thinking of two profiles, the manager and the sales advisers, and aimed to equip them with the tools necessary to better know their market, gain in flexibility and in the ability to adapt to change, offer the client the best experience and maximize the company’s profits.

• For the sales advisers segment, the objective was to give the commercial style fresh impetus in order to have a positive impact on the results: to guarantee an increase in the win ratio of the sales, help them to recognize cross-selling opportunities and give them the tools necessary to be able to develop the loyalty of their market. For this, an online training solution was created which helps to work on and put into practice commercial behaviour associated with the sales cycle.
   
• As for the managers, they were invited to participate in a programme for the generation of innovative business models so that they could acquire an overview of the market, foster an enterprising spirit which could be applied to the improvement of the company’s processes and train them as leaders of high-performance teams.
   
• As part of their training, which combines face-to-face and online sessions, each manager creates a new business model to apply in their point of sale. The 10 best ideas are presented as an elevator pitch to the chairman of the company, who will select the best projects for implementation.

• In the opinion of the company management, the team is now better prepared to face the changes in the market and guarantee the company’s future. In this respect, the benefits are not just obtained on a performance level, but rather it has also been possible to generate new levels of commitment to the company.
   
• In relation to the clients, the Net Promoter Score, an indicator which measures the degree of satisfaction with the purchase through recommendation, shows a positive evolution following the implementation of the blended training initiatives of the team.
   
• According to the Performance Review, intended to assess the level of performance and potential of each professional, it shows a tendency to consolidate the identification with the business project of Phone House.