Case, Abena
“The perfect storm strengthens sales at Abena”
A historically busy period and growth sparked a new corporate strategy and transformation covering the entire sales organisation, explains Divisional Manager at Abena, Jens Rønn Olesen.
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Company
Abena
Number of employees
1,800
Industry
Production and trading business
Established
1953
The perfect storm strengthens sales at Abena
Sales of face masks, hand sanitiser and visors during the pandemic sent employees at the production and trading company Abena, in southern Jutland, on overtime – while profits soared.
Since COVID-19 struck, sales at the family-owned company have rocketed vertically into orbit – just like the Danish astronaut Andreas Mogensen’s ascent to the international space station. Net revenue has risen from DKK 3.1 to 5 billion, and pre-tax profit for the year is more than seven times larger, Abena’s accounting figures show.
This historically busy period and growth have also sparked a new corporate strategy and transformation covering the entire sales organisation, explains Divisional Manager at Abena, Jens Rønn Olesen.
“Over the past two years, we have been busy focusing on sales to the health sector. So obviously, we had to look closer at the way we sell. Clearly, driving that kind of major sales transformation while rolling out a new strategy requires a long-term approach. But there is apparently really good synergy as the processes support each other because of shared KPIs and the professional areas they speak to,” he says.
In 2021-22, Abena participated in a sales accelerator programme, where the company was to strengthen sales efforts with support from the team behind Europe’s largest scientific research on B2B sales, Future Sales – run by DI Handel, Business Danmark, CBS and Customer Agency.
“Operating and developing at the same time is certainly challenging. Reshuffling our way of working with sales has required a special respect for our employees and resources. During that process, having an external consultant from the consulting company Customer Agency has been a huge help in ensuring progress and managing the process,” says Jens Rønn Olesen.
Why haven’t we asked our customers before?
The initial sales diagnosis at Abena – completed using the SalgsScoreCard from Future Sales – spotlighted growth potential through better customer understanding.
One of Abena’s first focus areas involved analysing the customer journey and touch points with the company. This was new territory for the company, explains Jens Rønn Olesen.
“It was a real eye opener and valuable for us to know what customers think about us. Previously, we just had an idea about our strengths and weak-nesses.
Now suddenly, our customers were describing where we stood out from the competition, and what we should work on to position ourselves stronger.
Before the transformation, Abena had run courses for its employees and customers, but now they were aligned in the direction of differentiating the company and helping to win market shares, Jens Rønn Olesen explains.
“The customer survey has really changed our mindset, because everyone has a better understanding of where we can make a concrete difference for our customers. We use this insight, for example, when training and educating our sales team and customers in the practicalities of selling concepts in the facilities sector.
“And we have also trained all our employees in sustainability. That has high priority among the top management, and is now starting to benefit everyone so we can speak to that agenda with employees, customers, and suppliers.”
Together we are stronger
Stronger collaboration across Abena was revealed as another valuable action area during the accelerator programme’s sales diagnosis.
Staff in sales and the surrounding sales organisation participated in Abena’s workshops – from back office, telesales, sales consultants and support – and together they planned how employees could pull together, says Jens Rønn Olesen.
“Our mantra is: together we are stronger. To bring that mindset alive, it was vital that all strengths and weaknesses were put on the table and were part of the execution plan, so everyone involved could see their contribution.
“Of course, some crossed their arms initially, but as soon as the purpose and objective were communicated, there was full support on all sides. That has boosted our employee satisfaction, and today, a broad perception exists that we are on the same team and support each other in making our customer experience even better.
“With hindsight, I’d have liked to have included the support functions from the start – procurement, finance, warehouse and logistics. They could have added more dimensions because they are also in daily contact with customers and know what adds value for them. But we’ll be looking at that in the next phase,” says Jens Rønn Olesen.
Solution
Customer insight analysis, sales accellerator programme including sales diagnosis, ideation workshop, action plan
Benefits
Strengthened sales, increased employee satisfaction, better understanding of how Abena makes a specific difference to their customers