{"id":15601,"date":"2024-10-23T14:06:13","date_gmt":"2024-10-23T17:06:13","guid":{"rendered":"https:\/\/www.pdainternational.net\/15601\/liqui-moly\/"},"modified":"2025-01-08T11:14:03","modified_gmt":"2025-01-08T14:14:03","slug":"liqui-moly","status":"publish","type":"casos_de_exito","link":"https:\/\/www.pdainternational.net\/en\/casos_de_exito\/liqui-moly\/","title":{"rendered":"Liqui Moly"},"content":{"rendered":"\t\t
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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tSuccess stories<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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How Liqui Moly exceeded sales targets by empowering its sales force<\/strong><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Liqui Moly, a leader in German lubricants and additives, manufactures and markets high-quality products in over 150 countries, with more than 50 years of experience and a global presence.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Discover the results driven by<\/span> our technology<\/span><\/h2>\t\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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Challenge<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Identify improvement opportunities in the sales force profiles.<\/span><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Solution <\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Implementation of strategic development and training plans.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Impact<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Sales target exceeded and improved cross-department communication.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Context<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Strengthening Key Competencies to Drive Commercial Growth<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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The accelerated growth of Liqui Moly Peru led the sales management to create a development opportunity for employees. The challenges to be addressed included identifying competency gaps, establishing a bench for the sales force, onboarding new talent into the sales team, and developing and implementing career plans for leaders and salespeople. <\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Strategy<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Training and alignment to empower the sales team<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Liqui Moly Peru implemented a strategy to close competency gaps. They used PDA Assessment to identify the necessary skills and created a training program focused on self-awareness. This improved the sales team\u2019s performance and eased the onboarding of new talent, fostering a more collaborative environment aligned with the company\u2019s objectives. <\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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“The process with PCG has improved team communication and enthusiasm, positively impacting sales. Through self-awareness techniques and understanding behavioral profiles, each team member trusts their own abilities and those of their colleagues, exceeding monthly goals. We are confident in maintaining and surpassing the double-digit growth achieved in recent years.”<\/p>\n

Sebastian Kunckel, Sales and Marketing Manager<\/strong><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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“The process with PCG has improved team communication and enthusiasm, positively impacting sales. Through self-awareness techniques and understanding behavioral profiles, each team member trusts their own abilities and those of their colleagues, exceeding monthly goals. We are confident in maintaining and surpassing the double-digit growth achieved in recent years.”<\/p>\n

Sebastian Kunckel, Sales and Marketing Manager<\/strong><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Want to know all the details of this transformation?<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Access the full success story and discover the impact of PDA.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tDownload success story<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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Boost performance in your sales team<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Our clients use PDA tools to maximize their sales teams\u2019 engagement, identifying high-performance profiles and closing key skill gaps. The Commercial Screening enhances talent development, ensuring outstanding performance and efficient goal achievement. <\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Keep discovering<\/span> stories like these<\/span><\/h2>\t\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\n\t\t\t\tDeveloping Workplace Competencies: How to Adapt to the Digital Revolution\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Automation has redefined employability. Discover the importance of developing workplace competencies and how behavioral skills drive professional success. <\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tRead More \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tInternal Development: Why Are You Still Hiring External Talent When You Already Have It In-House?\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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While you’re searching for talent outside your organization, someone inside your company may already have the potential to fill that role. We\u2019ll explain why you might not be seeing it\u2014and how to change that. <\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tRead More \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tThe Missing Ingredient in Your Upskilling Strategy\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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How many upskilling programs end with high completion rates and low real impact? According to HRO Today, only 7% of organizations have made significant progress in strategic upskilling programs that integrate soft, technical, and digital skills. The diagnosis is clear: SHL reveals that 60% of employees don\u2019t have a personalized development plan, and when forced to participate in generic programs, engagement is low and real progress is minimal. Something isn\u2019t working. Is the answer in the program content? Or in the mindset each person brings to the learning experience? The Real Bottleneck What\u2019s behind those numbers? According to PwC, fear of failure and the perception that one\u2019s own skills will become irrelevant are two of the main barriers to active learning \u2014 and neither is solved by a better LMS. They\u2019re solved by a mindset shift. One that\u2019s built by understanding how each person thinks, what they fear, and what they need before they sit down to learn. From \u201cI have to learn\u201d to \u201cI want to grow\u201d The mindset shift in upskilling isn\u2019t a preliminary step to the process: it is the process. And it has three dimensions that L&D leaders need to work on simultaneously. Psychological safety around failure: Learning means not knowing. In cultures where mistakes are penalized \u2014 even implicitly \u2014 people avoid exposing themselves. Creating contexts where getting things wrong is part of the journey isn\u2019t philosophy: it\u2019s a prerequisite for any development program. erceived relevance: People don\u2019t resist learning; they resist learning something that doesn\u2019t connect with their reality, their goals, or their professional identity. When upskilling is presented as an organizational obligation rather than a personal opportunity, commitment becomes superficial. Self-awareness as a starting point: Knowing how you learn best is just as important as knowing what you\u2019re going to learn. Understanding one\u2019s own behavioral profile \u2014 risk tolerance, orientation toward norms, relational style \u2014 allows each person to find their own path to development, rather than adapting to a generic format. The L&D Leader\u2019s Role in This Shift If mindset is the knot, L&D leaders are the ones who need to untangle it before adding any new thread. That means making concrete decisions: Map beliefs before launching programs: A conversation or initial diagnostic can reveal resistance that would otherwise sabotage the process from within. Design personalized experiences, not just scalable content: Personalization isn\u2019t a luxury \u2014 it\u2019s what makes learning relevant to this person, at this point in their career. Involve direct managers: They have the greatest influence over the team\u2019s learning climate and are the first ones who can turn mistakes into development opportunities. Use behavioral data: Behavioral profiles reveal information that performance reviews don\u2019t capture \u2014 how each person learns, what level of uncertainty they tolerate, how they respond to failure. That data doesn\u2019t replace the upskilling program; it calibrates it from the start. Mindset is the Infrastructure The most sophisticated upskilling fails when it tries to change what people know without considering how they see themselves as learners. Technology, content, and platforms are powerful tools \u2014 but they operate on ground that must first be prepared. Tools such as the PDA Assessment enable L&D teams to understand each employee\u2019s behavioral profile: how they approach challenges, what motivates them, and what holds them back. This information makes it possible to design smarter upskilling programs from the outset. At the end of an upskilling program \u2014 how many employees leave with more capabilities, and how many leave with just more credited hours?<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tRead More \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

Exceeded sales targets through a strategy that motivated teams and improved cross-departmental communication.<\/p>\n","protected":false},"featured_media":15642,"template":"","categoria_casos_de_exito":[],"class_list":["post-15601","casos_de_exito","type-casos_de_exito","status-publish","has-post-thumbnail","hentry"],"yoast_head":"\nLiqui Moly - PDA International<\/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.pdainternational.net\/en\/casos_de_exito\/liqui-moly\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Liqui Moly\" \/>\n<meta property=\"og:description\" content=\"Exceeded sales targets through a strategy that motivated teams and improved cross-departmental communication.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.pdainternational.net\/en\/casos_de_exito\/liqui-moly\/\" \/>\n<meta property=\"og:site_name\" content=\"PDA International\" \/>\n<meta property=\"article:published_time\" content=\"2024-10-23T17:06:13+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2025-01-08T14:14:03+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.pdainternational.net\/wp-content\/uploads\/2024\/10\/Liqui-Moly-2.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"475\" \/>\n\t<meta property=\"og:image:height\" content=\"289\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Silvina Groh\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Silvina Groh\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"2 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/www.pdainternational.net\\\/en\\\/casos_de_exito\\\/liqui-moly\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.pdainternational.net\\\/en\\\/casos_de_exito\\\/liqui-moly\\\/\"},\"author\":{\"name\":\"Silvina Groh\",\"@id\":\"https:\\\/\\\/www.pdainternational.net\\\/en\\\/#\\\/schema\\\/person\\\/e69a20cf59008172368644f7fa3eb486\"},\"headline\":\"Liqui Moly\",\"datePublished\":\"2024-10-23T17:06:13+00:00\",\"dateModified\":\"2025-01-08T14:14:03+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/www.pdainternational.net\\\/en\\\/casos_de_exito\\\/liqui-moly\\\/\"},\"wordCount\":372,\"publisher\":{\"@id\":\"https:\\\/\\\/www.pdainternational.net\\\/en\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/www.pdainternational.net\\\/en\\\/casos_de_exito\\\/liqui-moly\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.pdainternational.net\\\/wp-content\\\/uploads\\\/2024\\\/10\\\/Liqui-Moly-2.jpg\",\"articleSection\":[\"Sin categorizar\"],\"inLanguage\":\"en-US\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.pdainternational.net\\\/en\\\/casos_de_exito\\\/liqui-moly\\\/\",\"url\":\"https:\\\/\\\/www.pdainternational.net\\\/en\\\/casos_de_exito\\\/liqui-moly\\\/\",\"name\":\"Liqui Moly - 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