Managing People and Performance

5715 Words Jan 16th, 2011 23 Pages
Improvement plans for the Ericsson Sales Process – Managing process, systems and projects Henley Assignment

Jerry Mathew Student Number: 18902032

Word count: 5217

1

Table of contents
1. Introduction..................................................................................................................... 3 2. Analysis of current issues with the sales process............................................................ 4 2.1 Key interfaces of the sales process ........................................................................... 4 2.2 Performance objectives............................................................................................. 8 2.2.1 Operational resource
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Ericsson globally, comprises of a set of functional business units that on focus new solution areas and services, and a set of regions, with a focus on new or re-occurring customer business in different regions globally. These business units and regions inter-act with each other in the form of a global supply chain with the main end user being service providers of telecommunication services. The break down of the RSSA operations includes support processes, customer business processes and product life cycle management processes. The sales process is a sub-set of customer business processes and represents the process of qualifying a sales opportunity from customer to delivering a contract for customers. This is summarized in Appendix A. With recent increase in competition and requirements from Ericsson’s customers in region Sub-Saharan Africa, the sales process and its effectiveness is key component in securing future growth for Ericsson in this region. The sales process is a highly visible process to Ericsson’s customers and has components that directly interact with the customer. The challenges currently experienced in the sales process include quality and speed. These issues are highlighted in this assignment. The author’s role in the sales process is that of an Engagement practice resource as described in section 2.1. Having defined

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