Jörg Knorr

Project responsibility for the introduction of the CRM Service Cloud as part of the company-wide "Sales & Service Excellence" program. The goal is to harmonize and digitize customer service processes, optimize customer communication, and establish a unified system and process landscape. Efficiency increases are to be realized, service quality and customer satisfaction sustainably improved, and data-based decision-making foundations created by integrating new self-service solutions and end-to-end customer journeys. Defined processes and functions are to be reviewed.

• Management of project planning and implementation, as well as support for process owners in testing, training, process design, and creation of user stories

• Coordination of customer service resources and interface management with IT, business units, and implementation partners

• Introduction of end-to-end customer journey strategies in close cooperation with business process owners and the Head of Customer Service

• Process optimization through digitalization, lean service processes, and self-service portals (Customer Portal)

• Utilization of CRM data for process redesign and for analysis-based decisions

• Ensuring on-time go-lives for all project phases

• Introduction of a lean process for fast and transparent handling of customer complaints, including the creation of a process map with presentation of further development possibilities

• Reduction of open, unprocessed complaints by 30% through transparent reporting

• Relief of the Master Data team in customer master data creation by 30% through the introduction of a customer-friendly web form with automatic data transfer to SAP/SCV2

• Coaching of process managers for organized project management

Following the acquisition of the Mobile Hydraulics business unit in 2021 and the associated establishment of a completely new sales organization, the implemented processes are to be stabilized and optimized for greater effectiveness and customer-friendliness. This will create the foundation for developing the entire company into a high-performance organization. International workshops are to be conducted to define necessary process improvements, thereby fostering team development and a "we-feeling" within the sales support department and with internal interfaces. The KPI dashboard is to be reviewed and expanded for evaluation and decision-making.

• Team development through awareness creation and mindset change

• Weakness analyses within initially department-specific workshops

• Review of electronic order processing and expansion of EDI connections

• Analysis and evaluation of current automated process handling

• Identification of meaningful extensions for automated text recognition (use of AI)

• Analysis and optimization of communication channels from customer to sales support

• Evaluation of the draft for adapting the sales support structure, including capacity allocation

• Development of an implementation plan for structural/capacity adjustments

• Support for the implementation of structural/capacity measures

• Review of interface issues between sales support and customer-relevant interfaces at the company site

• Introduction of a standardized process for handling open claims

• Further, cost-optimized expansion of customer-specific EDI connections with standard solutions

• 20% lower personnel requirement in operational day-to-day business

• Joint use of all customer information

• Increase in customer satisfaction through improved accessibility and personal contact

The sales support team of approximately 30 people at the headquarters consists almost exclusively of long-term employees who are primarily familiar with the processes of a family-run, hierarchically structured company. The customer focus and the necessary cross-departmental collaboration with dispatch, production, and logistics are to be developed. The main areas of focus are to be defined, and project planning with temporal and content-specific details is to be established. To optimize cross-departmental collaboration, corresponding workshops and team-building measures are to be organized. Necessary process adjustments and responsibilities should also consider the aspects of a future, modern sales support department.

- Weakness analyses with initially department-specific workshops

- Team development through awareness creation and mindset change

- Design of the overall project plan regarding time requirements and goal definitions

- Consulting for the management of sales support and dispatch on people management and team development

- Specification of topic-specific work packages and follow-up

- Since 2023, acting as a consultant for the executive board on a situational basis