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Shell
The Challenge
Shell Europe Oil Products (SEOP) was built by Shell’s senior management team in 1997 to capitalise on the growing Europeanisation of customers’ demands.
In 2001, SEOP took the decision to build a dedicated business to serve the Fleet segment — aiming to build €50m net profit in five years.
SEOP re-located the business, not within its traditional home — Commercial — but within its bigger retail organisation.
Having assembled a strong team of more than 100 sales managers and representatives, SEOP’s European Sales Manager began to realise the immensity of his challenge. His team comprised of people with widely differing skills and differing philosophies. Employees lost their sense of belonging to a shared business identity and the key objectives.
Sales and sales management disciplines were both weak and inconsistent; morale was wavering.
Sewells Action
It was clear that too much emphasis had been placed on the “hard elements” of Europeanisation: €100m had been invested in IT, logistics, manufacturing and marketing.
Working closely together, Sewells and Shell built a Vision and Values Programme.
What Sewells Achieved for Shell
Shell’s European Fleet Sales team turned zero profitability and 2% annual margin and growth into €13m profitability and 100% annual margin growth within the first 12 months.
Call rates moved from 2.2 to 3.7 per day - a 68% increase - and closing ratios on prospect interviews moved from 5% to 12% - a 150% increase.
The €50m objective was broken down into individual targets, driving up ownership and locking in commitment. The five year profit objective of €50m per annum was achieved in 23 months.
Sewells’ combination of streetwise pragmatism and visionary inspiration makes for an exhilarating partnership in business…success is never in doubt.
The target of €50m bottom-line contribution ‘dream’ was exceeded in October 2004. This is three years ahead of our original five year timescales. The contribution of Sewells was crucial to our success.
NP, Fleet Sales Manager
For an organisation to increase its visibility, effectiveness, competitiveness, image, customer loyalty and profitability O.D excellence is a ‘must’. It creates the ultimate organisational differentiator … self renewal. 
Does your organisation have an evocative ‘vision’ and crystal clear ‘values’ that get to the very essence of why you exist and how you conduct yourselves?