ASSISTING THE CLIENTS & INDUSTRIES TEAM TO DEFINE AND BUILD A SALES CULTURE WITHIN THE TAX DEPARTMENT

Abstract

This report explains how a sales culture was implemented in the tax department of Deloitte Luxembourg. To implement a culture fitting the needs of the tax department, we first conducted a thorough analysis of the Luxembourgish market. We listed major changes and trends, and analyzed Deloitte’s competition. Next, we looked at practical examples of successful sales culture implementation to understand the decisive factors behind such change. We also briefly looked at organizational change theory to determine the main drivers of such cultural change within a company. Then, we assessed the available resources both locally and globally. Furthermore, we conducted a comprehensive diagnosis of the tax department to identify the main issues it was currently facing in terms of sales competencies and tools. Finally, we implemented a sales culture aimed to resolve those previously identified issues. The Luxembourgish market appeared to be unstable as well as highly competitive. Moreover, the tax department was lacking an adequate sales structure, which ultimately hindered its growth and led to missed opportunities and revenue loss. This is why this project was key for the department and the company as a whole. Its goal was to sustain the growth of the company and help achieve its strategic objectives, as well as stay on top of its competitors. To realize this much needed cultural change, we implemented a series of subprojects. Each subproject addressed a major issue identified in the diagnosis of the department. These were implemented following our research findings on the necessities for cultural change and based on the resources available within the department. These initiatives worked together to improve the go-to-market attitude of the department. The objective was to change its mindset from a delivery to client-centric approach. Finally, we showed the impact of this new culture on the lifecycle of a client. From the first encounter with the company (through an article for instance), through the conversion of qualified prospects, to creating loyal advocates of the company, each step was improved due to the subprojects implemented. This ultimately strengthened the position of the tax department on the Luxembourgish market and helped it gain a stronger, more resilient competitive advantage.