When our company merged with a sister company, we needed detailed project management action plans on every aspect of the business. Our strategy was to evaluate and choose what each company did ‘best’ and take the ‘best’ from the two separate companies to create something greater than just the sum of the two companies. As a key member of the executive team that led and participated in this analysis, I assumed the executive sponsor role to lead a team to evaluate the sales personnel from both companies and select the best of the best at all levels.
There was an extensive preplanning process that evaluated personnel in each company’s sales organization based on many factors such as past performance including their willingness to accept change. While it is difficult to quantify and measure the attribute of accepting change we wanted what we felt were successful, growing, and aspiring personnel who were committed to the future, believed in the newly merged company vision and willing to put forth the proper effort to help shape the future.
Once this process was completed we also needed to merge two separate customer master files at the 5 digit zip level and align all accounts across the country with a sales representative who was responsible for each zip code in his/her geographical area. This was a mission critical major project that was a coordinated effort with VP of IT, Controller, Director of Customer Service and other internal departments. Due to the preplanning process, everyone was ready on day one of the new company to effectively service the existing accounts and open new accounts in his/her territory.
Through this process, we structured one cohesive sales organization that was motivated and excited about being part of something greater than what they had before. The new sales organization was an important building block for the new, combined company.