position as Sales Director & Partner


at Deloitte


and build from scratch the Clients & Markets division at Deloitte Denmark.


Pedersen’s


vision was to rethink an existing silo-based sales mentality and start hav- ing Deloitte


building


“Since starting to use ARPEDIO, the win rate has increased by 20-25 percent.”


ARPEDIO Matrix has brought rela- tionship mapping into the 21st century. Operating inside the largest CRM plat- form available, Salesforce, ARPEDIO Matrix is approved by Salesforce and is fully operational through a plug-and- play method.


• It can be up and running with a medi- um-sized team within 30 minutes.


• It is intuitive and easy to use.


• Anyone in sales will be able to under- stand how to use it. How do SAM teams use ARPEDIO


Matrix? Managers and leaders at Deloitte use it daily on their key accounts to make sure that they don’t miss any records in their fast-paced business envi- ronment. Says Bogi Berg, Key Account Manager at Deloitte Denmark: “I use ARPEDIO Matrix every day to map new people arising on my accounts and opportunities; by doing that, I always have the strategic overview of what’s going on at my clients.”


Use case: Implementing ARPEDIO at Deloitte


Six years ago, Anders Pedersen


left a prestigious position as head of sales at KPMG Denmark to accept a


2 4 VE L O C I T Y ®


strategic relationships with its key accounts, consequently, foment- ing leads, driving sales processes and growing these carefully selected strategic accounts. His goal was to prioritize the opportunities across all


business units and industry segments at Deloitte.


In order to reach his goal, Pedersen


needed to change the company mental- ity, tear down the company silos and align Deloitte on a new and unified way of managing accounts. To ensure alignment, he outlined one Deloitte account management approach and anchored it in the ARPEDIO tools. Pedersen made it mandatory for account managers to use ARPEDIO to enforce and strengthen Salesforce adoption.


ARPEDIO Sales and Matrix helped Deloitte:


• Create a common business language across business units


• Institutionalize best practices by cre- ating a shared knowledge platform


• Qualify opportunities and streamline business processes


• Map stakeholders and assess relation- ships


1. Creating a common language Pedersen recalls: “When I ‘landed’


at Deloitte around six years ago, I very quickly realized that Deloitte is


an immensely complex matrix orga- nization with lots of individual beliefs and with everybody having their own personal way of doing things. That was especially seen within commercial excellence, sales best practices and stra- tegic relationship building. We didn’t have a common language and we had no unified approach when dealing with the same clients across business units. Every business unit, every partner and every account manager did things his or her own way. That is where I real- ized that we didn’t only need a CRM system, but we needed something more systematic, reliable, transparent and efficient.


“By rolling out ARPEDIO we gave


Deloitte’s Clients and Markets divi- sion a foundation that was shared by all.” Through the use of the ARPEDIO tools, Deloitte has


increased CRM


adoption, been able to establish a com- mon sales language and standardize processes. Now, the various business units know exactly who’s approaching which stakeholders with the client and everybody is informed of other oppor- tunities going on. Deloitte is engaging with its strategic accounts as one uni- fied organization.


2. Institutionalizing best


practices by creating a shared knowledge platform


ARPEDIO has helped Deloitte


build a structure that assembles orga- nizational knowledge and institution- alized best practices - allowing the entire sales account team to focus on creating value for the customers. After implementing ARPEDIO, Deloitte leaders and managers have become more


effective and professional in


one-on-one conversations, focus- ing the dialogues on the accounts and opportunities that need atten- tion. Coherently, Deloitte has seen an improvement in the relationship between business leaders and account


VOL. 21 ISSUE 3 2019


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