This organisational upgrade spans the entire B2C and B2B sides of the business, and the benefits of this approach are evident in the way HKBN is currently deploying Salesforce Sales Cloud.
“We worked with our sales and services teams to set the ground work for a successful Sales Cloud deployment and change management,” says Hui. “Even before procuring Sales Cloud, we had already identified key champions from each and every one of our teams to help assess the products. Then we worked with these champions to identify their pain points so we could co-create a best-in-class sales organisation. By involving our sales and services teams early in the assessment phase, we have created tangible excitement among our Talents to embrace Salesforce as Co-Owners of HKBN’s digital transformation. Now, many Talents are clamouring for earlier deployment of Salesforce. They see Salesforce as directly helping them generate more commission per sales person, rather than as a top-down push.”
“I estimate that prior to Salesforce, 70 per cent of our corporate sales time was spent on administration, reports and manual transactions, while only 30 per cent was spent on selling. We love working with Salesforce and Samuel’s Digital team to reverse this equation with Sales Cloud,” says Brian Lee, Co-Owner and Associate Director - Sales, Enterprise Solutions at HKBN.
“The objective for our digital transformation is to drive up revenue per sales to the extent we can achieve both a lower commission rate to increase company profitability AND a higher commission per sales person due to our enhanced productivity.”
Another major part of HKBN’s organisational upgrade includes reimagining the sales function and co-creating a new approach that better integrates online and offline sales.
This is being achieved with personalised QR sales codes that sales Talents can give to offline connections to ensure they receive attribution when the contract is closed online. This makes online a powerful tool of the physical sales channel rather than a competitor to it.
Top sales people have seen a 20 to 30 per cent boost in commissions. This has proved to be an effective way to demonstrate technology as a powerful enabler Talents can use to gain better insights and push innovation in the sales arena. This, in turn, helps significantly ease change management through achieving buy in at all levels within the organisation.
“We see digital transformation as an organisational upgrade, not merely a technology upgrade,” says Hui. “To prepare for our Sales Cloud deployment, we worked intensively with our frontline Talents to identify their sales and servicing pain points such that we can co-create an omni-channel solution to address them. This has made everyone extremely motivated to start the project. We looked at this upgrade from a cultural change perspective so we feel that we're all in the same boat.”