The situation
The salesperson who manages 30% of revenue has resigned. He knows every customer, every contract and every sensitivity, and he did things that are written down nowhere: a call the day after delivery, a fixed round at the three biggest customers before summer. His successor is already hired, but only starts in six weeks.
The approach per building layer
- Building layer 6 · People. Knowledge transfer per departing colleague: per customer what is going on, which agreements exist and who decides, in a fixed structure the successor reads and the sales manager guards.
- Building layer 4 · Customer journey. The win points only he performed become win points of the organisation: the call after delivery and the summer round now apply to everyone.
- Building layer 2 · Sales process. A handover as a fixed step: which customers go to whom, with a joint visit for the A customers.
The first 90 days
- Weeks 1 to 3. Start the knowledge transfer: the departing salesperson fills in the transfer per customer, the sales manager checks for completeness.
- Weeks 4 to 7. Capture the win points in the customer journey; plan joint visits to the A customers with the successor or the sales manager.
- Weeks 8 to 12. The successor onboards with the onboarding programme and the transfer as a base; the quarterly check tests whether the customers were kept.
What you have then
Customers who notice a departure by a new face, not by a gap in attention. One salesperson's win points have become the team's, and the next handover takes three weeks instead of three months.
This is a scenario: a recognizable situation, not an account of a specific customer.