The Challenge
Historically, service and aftermarket sales and delivery had largely been managed through partners. Under a new strategy, Electrolux Professional wanted to sell services directly to end customers while increasing partner-led sales of proactive maintenance, spare parts, consumables, and accessories.
This required more than introducing new service offerings. The sales organization needed to shift from selling individual products and features to helping customers understand the value of complete solutions.
Making that change across multiple markets required new capabilities, clear commercial priorities, practical sales tools, and visibility into local implementation.
The Solution
SalesGoal Advisory supported the transformation through a coordinated program covering market insight, value proposition development, sales enablement, implementation tracking, and local planning.
Understanding customer needs
The engagement began with a market study involving interviews with customers across different markets and segments. The research identified unmet needs within service and aftermarket solutions and revealed opportunities for Electrolux Professional to strengthen its offering.
These insights informed an updated value proposition centered on the needs and priorities of professional customers.
Enabling value-based selling
SalesGoal Advisory developed a practical sales manual to help local teams sell service solutions based on customer value rather than product features.
The manual included:
- A structured service sales process.
- Value-based sales techniques.
- Customer discovery questions.
- Sales arguments and value messages.
- Objection-handling guidance.
- Activity-planning templates.
- Practical tools for selling service and aftermarket solutions.
Tracking strategy implementation
To give management visibility into progress, SalesGoal Advisory developed and conducted a strategy implementation survey across local markets.
The survey provided senior management with implementation KPIs and identified where additional support was required. Local teams received actionable insights to help them strengthen adoption of the new approach.
Turning strategy into local sales plans
Workshops were conducted with sales and service managers across the markets. Each workshop translated the global strategy into concrete local objectives, sales plans, and activities based on the potential and priorities of that market.
Strengthening support for local markets
Electrolux Professional also appointed three Business Line Managers, each responsible for a specific area of the service and aftermarket offering.
SalesGoal Advisory helped define and align their roles, including responsibilities, standards, core activities, and practical ways of supporting local business units.
The Results
Service became a more established and accepted part of Electrolux Professional’s overall customer offering.
The transformation gave the organization:
- Clearer objectives for service and aftermarket sales.
- Local sales plans adapted to individual market opportunities.
- Practical tools supporting regular sales activities.
- A shared approach to value-based service selling.
- Greater management visibility into implementation progress.
- More focused support for local business units.
- Increased sales and stronger margins from service and aftermarket opportunities.
