Protocorp x UPWARD's promotion of B-to-B sales digital transformation".

Speakers:

Kenichi Fukatsu, Manager, Strategy Office (4-wheel), PROTO CORPORATION

THE DECISION TO IMPLEMENT UPWARD AT PROTO CORPORATION WAS BASED ON TWO MAJOR CHALLENGES WE WERE FACING.

The first is the verbal reports that occur on a case-by-case basis.
Proto Corporation had beenmanaging activities by having all members write a daily report and receiving reports on the day's activities, which is common in companies that conduct door-to-door sales activities.
However, when a problem or complaint occurred, or when an order was reduced, the manager could not understandhow and why it happened to the customer with only one daily report. It would be better if we had the data in proper chronological order so that it could be easily retrieved, but that was not possible. So, even though I had them write a daily report every day, I had to have the person in charge verbally report every time a problem occurred and find out the circumstances from the beginning.

The second is a personal sales memo.
When conducting sales visits to corporate clients, we keep a notebook in which we write down our interactions andinformation about clientsduring the sales process. The client's information is managed in a personal notebook. This is undesirable from the standpoint of security, and it is also a form of personal information management. Furthermore, when personnel are reassigned, all the information in this notebookmust be passed on to their successors. This was very time-consuming, and it also restricted the freedom to make organizational changes.

With UPWARD, these issues have changed as follows

As shown in the screen below right, we have built a system that allows users to easily locateclients to visit and communicate with on a map and report on their subsequent activities. This system first eliminated the need for daily sales reports.

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After the introduction of UPWARD, we started to have the salesstaffreport their activities in the system. Once the data is in UPWARD, we can look back on how and when we made contact with each client in real time and in chronological order. This also prevents information from becoming personalized, and allows us to follow up with clients as a team.
Also, the notes in the notebook are just memos, but they are memos. By connecting to big data and accumulating it, the notes taken by salespeople themselves become a mass of VOC (Voice of Customer ). This is a corporate asset. By being able to search and analyze them, it is possible to visualizecustomer needs and what is happening in the market.
Also, the time required for reassignment has been cut in half; what used to take about two months now takes less than a month, leading to optimal organization.

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Immediately after the introduction of the system, there was inevitably some opposition, saying, "There's more work to be done. However, we continued to persuade them by asking them how much more time they could spend facing the customer by eliminating the daily sales report. Gradually, as we realized that the more we used UPWARD, the more time we could spend with customers rather than within the company, we naturally began to use UPWARD more and more.
In addition, even for difficult issues such as new services andsales proposals, we were able to move spontaneously from sales based on the voices we had gathered ourselves as a team. In the first year after the introduction of UPWARD, we were thinking "how to get them to use it," but now we are thinking about how we can keep the sales ideas that come up while using UPWARD from stopping them.  

As a result, despite the extremely difficult circumstances of the Corona disaster, the growing awareness that " transportation that avoids density is a safe and secure means of transportation" was also a tailwind for the used car market, enabling us to maximize our sales activities and expand the number of dealerships.

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Until now, we have focused only on sales visits, but now that we are able to manage customer touchpointthrough UPWARD, we have been able to devise ways to keep communication going even when we are unable to make a visit.
It was obvious at a glance which dealers were able to provide information and which were not. We were able to maintain customer touchpointwithout any omissions, just as we normally do, and we were also able to make new proposals to dealers by providing them with market trends andnew information after the Corona Disaster.

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o You can watch the session here (*Link to salesforce.com website).