{"id":8059,"date":"2015-08-03T15:34:37","date_gmt":"2015-08-03T14:34:37","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=8059"},"modified":"2015-08-03T15:34:37","modified_gmt":"2015-08-03T14:34:37","slug":"conduite-du-changement-comment-mener-la-transformation-de-la-vente","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2015\/08\/conduite-du-changement-comment-mener-la-transformation-de-la-vente\/","title":{"rendered":"Conduite du changement : comment mener la transformation de la vente"},"content":{"rendered":"<p>Trois principes doivent guider la mise en \u0153uvre d\u2019un programme de transformation de la vente.<\/p>\n<h2>Ecouter les forces de vente et expliquer la d\u00e9marche<\/h2>\n<p>Conduire le changement (plus que l\u2019accompagner) n\u00e9cessite davantage qu\u2019un plan de communication et de formation. Avec la transformation des r\u00e9seaux de vente, les impacts sur les m\u00e9tiers de la vente sont nombreux : nouveaux espaces bien s\u00fbr, mais aussi nouveaux \u00e9quipements donc nouveaux gestes m\u00e9tiers, nouvelles missions, nouvelles postures\u2026<\/p>\n<p>Dans le cadre de la transformation de la vente Voyages SNCF, on pense d\u2019abord aux impacts m\u00e9tiers des vendeurs et managers de boutiques mais les acteurs de la relation client \u00e0 distance sont \u00e9galement impact\u00e9s. Ils passent de deux m\u00e9tiers diff\u00e9rents (ligne directe pour le t\u00e9l\u00e9phone en <i>front office <\/i>et service client\u00e8le pour les r\u00e9clamations par courrier ou email) \u00e0 un m\u00e9tier unifi\u00e9 de relation client \u00e0 distance multim\u00e9dia, <i>front <\/i>et <i>back<\/i>.<\/p>\n<p>Cette attention port\u00e9e aux populations se concr\u00e9tise dans des dispositifs qui vont au-del\u00e0 d\u2019une communication classique sur un projet, trop souvent descendante et monocanal :<br \/>\n<b><br \/>\n<span style=\"color: #000000;\"> Des dispositifs d\u2019\u00e9coute <\/span><\/b><span style=\"color: #000000;\"><b>remontante <\/b>qui permettent <\/span><span style=\"color: #000000;\">de faire remonter les signaux <\/span><span style=\"color: #000000;\">faibles, les peurs, les freins, <\/span><span style=\"color: #000000;\">les \u00ab on-dit \u00bb (en prenant bien <\/span><span style=\"color: #000000;\">soin de ne pas les mettre en <\/span><span style=\"color: #000000;\">concurrence vis-\u00e0-vis de la <\/span><span style=\"color: #000000;\">relation avec les organisations <\/span><span style=\"color: #000000;\">et les instances repr\u00e9sentatives <\/span><span style=\"color: #000000;\">du personnel).<\/span><\/p>\n<p><b><span style=\"color: #000000;\">Des dispositifs d\u2019\u00e9change et <\/span><\/b><span style=\"color: #000000;\"><b>de partage <\/b>qui favorisent les <\/span><span style=\"color: #000000;\">questions \/ r\u00e9ponses : c\u2019est <\/span><span style=\"color: #000000;\">par le questionnement que <\/span><span style=\"color: #000000;\">les populations passent de la <\/span><span style=\"color: #000000;\">connaissance du projet \u00e0 sa <\/span><span style=\"color: #000000;\">compr\u00e9hension puis \u00e0 l\u2019adh\u00e9sion. <\/span><span style=\"color: #000000;\">Il peut s\u2019agir de r\u00e9unions <\/span><span style=\"color: #000000;\">de pr\u00e9sentation en petits <\/span><span style=\"color: #000000;\">comit\u00e9s, de r\u00e9seaux sociaux <\/span><span style=\"color: #000000;\">d\u2019entreprise, etc.<\/span><\/p>\n<p><b><span style=\"color: #000000;\">Des temps de prise de <\/span><\/b><span style=\"color: #000000;\"><b>recul et de r\u00e9flexion <\/b>: par <\/span><span style=\"color: #000000;\">exemple par la pr\u00e9sentation d<\/span><span style=\"color: #000000;\">e <i>benchmarks<\/i>, mais aussi par<\/span><span style=\"color: #000000;\"> des t\u00e9moignages d\u2019autres <\/span><span style=\"color: #000000;\">entreprises confront\u00e9es \u00e0 des <\/span><span style=\"color: #000000;\">enjeux similaires.<\/span><\/p>\n<p><span style=\"color: #000000;\">Cet investissement en temps et en ressources <\/span><span style=\"color: #000000;\">est n\u00e9cessaire pour partager la <\/span><span style=\"color: #000000;\">n\u00e9cessit\u00e9 de changer avec les populations <\/span><span style=\"color: #000000;\">impact\u00e9es et donner la vision de l<\/span><span style=\"color: #000000;\">a cible \u00e0 atteindre et de la trajectoires employ\u00e9e (c\u2019est ce qui donne du sens au <\/span><span style=\"color: #000000;\">changement).<\/span><\/p>\n<p><span style=\"color: #000000;\">D\u00e9finir et annoncer rapidement la tactique <\/span><span style=\"color: #000000;\">de mise en place contribue \u00e0 donner <\/span><span style=\"color: #000000;\">confiance dans le succ\u00e8s avec des <\/span><span style=\"color: #000000;\">points de rep\u00e8re concrets et visibles.<\/span><\/p>\n<p><span style=\"color: #000000;\">Ces points de rep\u00e8re peuvent se traduire <\/span><span style=\"color: #000000;\">par une trajectoire des b\u00e9n\u00e9fices, <\/span><span style=\"color: #000000;\">d\u00e9montrant la sym\u00e9trie des attentions <\/span><span style=\"color: #000000;\">pour l\u2019externe (les clients) bien s\u00fbr, <\/span><span style=\"color: #000000;\">mais \u00e9galement pour l\u2019interne (les\u00a0agents). Il s\u2019agit de communiquer la <\/span><span style=\"color: #000000;\">vision mais \u00e9galement de v\u00e9hiculer <\/span><span style=\"color: #000000;\">une logique \u00ab gagnant-gagnant \u00bb en i<\/span><span style=\"color: #000000;\">nterne, qui permet de mobiliser toute <\/span><span style=\"color: #000000;\">l\u2019entreprise.<\/span><\/p>\n<p><span style=\"color: #000000;\">En ce qui concerne la digitalisation <\/span><span style=\"color: #000000;\">du point de vente, on mettra l\u2019accent s<\/span><span style=\"color: #000000;\">ur l\u2019optimisation du flux en magasin, <\/span><span style=\"color: #000000;\">l\u2019autonomisation du client, l\u2019enrichissement <\/span><span style=\"color: #000000;\">de l\u2019exp\u00e9rience client et la valorisation <\/span><span style=\"color: #000000;\">du r\u00f4le du vendeur.<\/span><\/p>\n<h2>S\u2019appuyer sur les managers et les accompagner<\/h2>\n<p>Pour une performance durable, d\u00e9finir une organisation cible ne suffit pas. Il est \u00e9galement n\u00e9cessaire d\u2019agir sur les capacit\u00e9s manag\u00e9riales :<\/p>\n<ul style=\"list-style-type: square;\">\n<li><b>Focaliser le management sur les <\/b><b>priorit\u00e9s strat\u00e9giques : <\/b>objectifs, cibles clients, offres cl\u00e9s&#8230;<\/li>\n<li><b>D\u00e9finir les points cl\u00e9s du pilotage <\/b><b>de la performance \u00e0 la cible : <\/b>alignement des objectifs et des indicateurs de performance aux options de strat\u00e9gie prises ; alignement des dispositifs de pilotage et d\u2019am\u00e9lioration continue&#8230;<\/li>\n<li><b>R\u00e9interroger les <\/b><b>principes et pratiques de management <\/b><b>: <\/b>les responsabilit\u00e9s majeures, les instances de management, la prise de d\u00e9cision, la coordination transverse.<\/li>\n<li><b><i>In fine<\/i><\/b><b>, d\u00e9velopper l\u2019agilit\u00e9 <\/b><b>manag\u00e9riale <\/b>pour s\u2019ajuster en permanence aux \u00e9volutions de l\u2019environnement.<\/li>\n<\/ul>\n<p>Les \u00e9quipes manag\u00e9riales sont les premiers ambassadeurs du projet et <span style=\"color: #000000;\">les relais indispensables aupr\u00e8s des <\/span><span style=\"color: #000000;\">\u00e9quipes : leurs discours et leurs actes <\/span><span style=\"color: #000000;\">sont d\u00e9terminants pour engager les <\/span><span style=\"color: #000000;\">\u00e9quipes \u00e0 changer. Et la ligne manag\u00e9riale <\/span><span style=\"color: #000000;\">n\u2019est pas toujours la derni\u00e8re \u00e0 <\/span><span style=\"color: #000000;\">freiner !<\/span><\/p>\n<p><span style=\"color: #000000;\">Concr\u00e8tement, il faut donner aux <\/span><span style=\"color: #000000;\">managers les moyens ad\u00e9quats, en <\/span><span style=\"color: #000000;\">tenant compte de leur manque de <\/span><span style=\"color: #000000;\">temps global :<\/span><\/p>\n<ul style=\"list-style-type: square;\">\n<li><b><span style=\"color: #000000;\">Donner syst\u00e9matiquement une <\/span><\/b><b><span style=\"color: #000000;\">longueur d\u2019avance au management <\/span><\/b><span style=\"color: #000000;\">afin qu\u2019il puisse anticiper les \u00e9tapes <\/span><span style=\"color: #000000;\">cl\u00e9s.<\/span><\/li>\n<li><span style=\"color: #000000;\"><b>Outiller les managers <\/b>pour en faire <\/span><span style=\"color: #000000;\">de v\u00e9ritables chefs de projets sur le <\/span><span style=\"color: #000000;\">terrain.<\/span><\/li>\n<li><b><span style=\"color: #000000;\">Offrir des marges de manoeuvre : <\/span><\/b><span style=\"color: #000000;\">donner de la latitude dans l\u2019application, <\/span><span style=\"color: #000000;\">autour d\u2019invariants bien <\/span><span style=\"color: #000000;\">d\u00e9finis. Faire r\u00e9aliser les actions <\/span><span style=\"color: #000000;\">de communication, de mobilisation <\/span><span style=\"color: #000000;\">et de formation dans le cadre <\/span><span style=\"color: #000000;\">des occasions d\u00e9j\u00e0 pr\u00e9vues par le <\/span><span style=\"color: #000000;\">management : r\u00e9unions d\u2019\u00e9quipes, s<\/span><span style=\"color: #000000;\">\u00e9minaires, visites.<\/span><\/li>\n<\/ul>\n<h2><span style=\"color: #000000;\">Le changement d\u00e9bute&#8230; avec le projet !<\/span><\/h2>\n<p>La composition des groupes de r\u00e9flexion ou de d\u00e9cision (chef de projet, comit\u00e9 projet, comit\u00e9 de pilotage), les instances de gouvernance du projet sont d\u00e9j\u00e0 l\u2019occasion d\u2019impliquer, mobiliser, co-construire la d\u00e9marche.<\/p>\n<p>Les mots ont un impact direct sur le changement des mentalit\u00e9s : renommer une direction, par exemple, est un signe important.<\/p>\n<p>Le lancement des premi\u00e8res exp\u00e9rimentations est une autre \u00e9tape cl\u00e9. Ainsi les sites pilotes doivent-il \u00eatre pilotes sur l\u2019ensemble des dimensions d\u2019un projet (nouveaux services, nouvelles postures, nouveaux modes de pilotage), pas uniquement sur les nouveaux am\u00e9nagements de l\u2019espace de vente ! Pour montrer la faisabilit\u00e9 des \u00e9volutions et garantir les r\u00e9ussites, ils devront \u00eatre repr\u00e9sentatifs, mais ma\u00eetrisables. Ces sites pilotes peuvent \u00e9galement devenir des sites ambassadeurs qui vont d\u00e9multiplier la formation dans chaque r\u00e9gion.<\/p>\n<p><span style=\"color: #000000;\">Il faut \u00eatre en mesure de montrer rapidement <\/span><span style=\"color: #000000;\">des r\u00e9ussites pour alimenter la <\/span><span style=\"color: #000000;\">dynamique de changement. Ainsi, fixer <\/span><span style=\"color: #000000;\">des objectifs et penser aux dispositifs <\/span><span style=\"color: #000000;\">de mesure d\u00e8s le d\u00e9but du projet est <\/span><span style=\"color: #000000;\">tr\u00e8s important (visites myst\u00e8res, \u00e9tudes client qualitatives et quantitatives en <\/span><span style=\"color: #000000;\">sortie de magasin, mesures du temps <\/span><span style=\"color: #000000;\">d\u2019attente). Le groupe La Poste a par <\/span><span style=\"color: #000000;\">exemple mis en place des standards <\/span><span style=\"color: #000000;\">de services sur les principaux points <\/span><span style=\"color: #000000;\">du parcours client (rapidit\u00e9 de service, <\/span><span style=\"color: #000000;\">propret\u00e9 des espaces, information <\/span><span style=\"color: #000000;\">client, disponibilit\u00e9 des automates). <\/span><span style=\"color: #000000;\">Ceux-ci permettent de piloter la qualit\u00e9 <\/span><span style=\"color: #000000;\">de la relation client et d\u2019homog\u00e9n\u00e9iser <\/span><span style=\"color: #000000;\">les prestations de service.<\/span><\/p>\n<p><span style=\"color: #000000;\">Le rythme de la transformation compte <\/span><span style=\"color: #000000;\">dans la conduite du changement : aller <\/span><span style=\"color: #000000;\">vite dans la conception, mais soigner l<\/span><span style=\"color: #000000;\">es temps de test et d\u2019appropriation.<\/span><b><br \/>\n<\/b><\/p>\n<figure id=\"post-8062 media-8062\" class=\"align-none\"><img decoding=\"async\" src=\"http:\/\/www.solucominsight.fr\/wp-content\/uploads\/2015\/08\/Capture.png\" alt=\"\" \/><\/figure>\n<p><a href=\"http:\/\/www.solucom.fr\/wp-content\/uploads\/2015\/05\/Synthese-Transformation-de-la-vente-web.pdf\" target=\"_blank\"><em>Retrouvez ici l&#8217;int\u00e9gralit\u00e9\u00a0de\u00a0notre Synth\u00e8se\u00a0d\u00e9di\u00e9e \u00e0 la transformation des r\u00e9seaux physiques de vente \u00e0 l&#8217;\u00e8re du digital&#8230;<\/em><\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Trois principes doivent guider la mise en \u0153uvre d\u2019un programme de transformation de la vente. Ecouter les forces de vente et expliquer la d\u00e9marche Conduire le changement (plus que l\u2019accompagner) n\u00e9cessite davantage qu\u2019un plan de communication et de formation. Avec&#8230;<\/p>\n","protected":false},"author":103,"featured_media":8065,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1729,37,32,42],"tags":[2399,587,242,2398,142,1441],"coauthors":[943],"class_list":["post-8059","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-banque","category-digital-innovation","category-marketing-relation-client","category-transport","tag-accompagnement-du-changement","tag-digital","tag-management","tag-points-de-vente","tag-transformation","tag-vente"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Conduite du changement : comment mener la transformation de la vente - RiskInsight<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.riskinsight-wavestone.com\/2015\/08\/conduite-du-changement-comment-mener-la-transformation-de-la-vente\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Conduite du changement : comment mener la transformation de la vente - RiskInsight\" \/>\n<meta property=\"og:description\" content=\"Trois principes doivent guider la mise en \u0153uvre d\u2019un programme de transformation de la vente. 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