From Product Sales to Solution Sales<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tHow Toshiba Tec Nordic built a value-driven solutions sales model that has had a measurable impact on sales, productivity, and customer satisfaction in four countries.<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\n\t\t\t\n\t\t\t\t\t\t<\/span>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\tCustomer<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\tToshiba Tec Nordic<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\tIndustry<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\tPrinting and Information Management Solutions\n<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\tService<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\tSales<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\tRegion<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\tFinland, Sweden, Norway, Denmark\n<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t+28 %<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tSales Growth Following the Solution Sales Development Project<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t+19 %\n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tImproved productivity through new operating models<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t+14\n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tIncrease in Customer Satisfaction (NPS)<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t6 weeks<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tIncrease in Employee Satisfaction (eNPS)<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\n\t\t\t\t\tSource: Toshiba Tec Nordic and Voitto Group, Solution Sales Development Project.\n<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tIn B2B sales, there\u2019s one rule that doesn\u2019t bend: if you don\u2019t influence the customer\u2019s thinking, you\u2019re competing on price<\/em>. When the customer has already decided what to buy, and the salesperson\u2019s role is limited to submitting a quote, the only differentiating factor is the number at the bottom of the quote. It\u2019s a competition where profit margins shrink every year and where even the best product won\u2019t save you. <\/p>Toshiba Tec Nordic clearly recognized these industry dynamics. The company specializes in printing environments and information management solutions, and operates in Finland, Sweden, Norway, and Denmark as part of the global Toshiba Group. Its products were competitive, its customer base was established, and its market position was strong. Instead of settling for price-based competition, as is common in the industry, the company decided to build its growth on the value it delivered to customers. <\/p>
This is the story of how a strong product-sales organization was transformed into a solutions-sales organization, and why the change began with an understanding of the customer rather than the sales process.<\/p>\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\t\t<\/div>\n\t\t
\n\t\t\t\t\t\n\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t01<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\tStarting point: a strong position and an ambitious goal\n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tToshiba Tec Nordic had all the fundamentals for growth in place: strong products, skilled employees, and satisfied customers in four countries. However, the company recognized the general dynamics of the industry: when a salesperson only gets involved at the stage when the customer requests a quote, the discussion revolves around a predefined solution. In that case, there is no room for a discussion of value, and the deal comes down to price. This is not a problem specific to a single company but rather the way the entire industry operates. <\/p>
The company\u2019s management set a high goal: to build Toshiba Tec Nordic into the Group\u2019s best solution-based sales organization<\/strong>. This means not just a better version of the current model, but a fundamentally different way of engaging with customers: value-driven solution sales, where the salesperson helps the customer see opportunities before a request for proposal has even been written. The decision was made based on our strengths, not out of necessity. <\/p>To make this kind of change, we needed a partner who would have a deep understanding of both our business and our customers\u2019 needs, and who would see the change through to implementation.<\/p>\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\t\t<\/div>\n\t\t
\n\t\t\t\t\t\n\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t02<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\tChoosing a Partner: The Overall Organizational Culture Rather Than Just Processes\n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tToshiba Tec Nordic chose the Voitto Group as its partner. The key difference compared to others was their perspective: sales challenges were not treated as an isolated process issue, but rather as a matter of the company\u2019s overall corporate culture. Solution-based sales cannot emerge from a new sales model if the organization\u2019s mindset remains product-oriented. <\/p>\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\t\t<\/div>\n\t\t
\n\t\t\t\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\tVoitto Group was the only one that understood that the sales challenges were not limited to processes alone, but that a change was needed in the company\u2019s entire operations and culture. They focused intently on improving customer understanding across the entire company, which helped create a more customer-centric operating environment. \n<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\tHarri Salokangas, Sales Director, Toshiba Tec Nordic\n\n<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tThe collaboration was built on three pillars: first, the three-perspective model<\/strong>, a comprehensive assessment of the current state and customer insights. Based on that, the \u201cToshiba Way\u201d<\/strong>\u2014the company\u2019s own playbook for sales and customer relationship development\u2014was implemented. And third, digital transformation<\/strong>, in which the new operating model was integrated into the CRM system as part of day-to-day sales operations and management. <\/p>\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\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t03<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\tThe Three-Perspective Model: The Truth About the Customer Before Any Changes Are Made\n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tMany development projects start with a solution. This one began with a question: What do Toshiba Tec Nordic\u2019s customers really need, and where does the company create value for them today?<\/em> <\/p>The three-perspective model brings together into a single picture what management sees, what the team experiences in their day-to-day work, and what the customer themselves says. Only when these three perspectives are placed side by side is the overall picture complete, and the direction of development can be chosen on a solid foundation. The assessment was intentionally designed to go much deeper than just sales processes: it covered the company\u2019s culture, expertise, and ability to deliver value to its customers. <\/p>\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\t\t<\/div>\n\t\t
\n\t\t\t\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\tVoitto Group was able to identify our customers\u2019 true needs, rather than settling for superficial answers. They dug deeper and uncovered the real development needs that we hadn\u2019t noticed before. \n<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\tHarri Salokangas, Sales Director, Toshiba Tec Nordic\n\n<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\tThis is the core logic of customer understanding: change cannot be built on assumptions. When development needs arise from the customer\u2019s voice rather than from internal guesswork, every decision made thereafter is based on a solid foundation. <\/p>\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\t\t<\/div>\n\t\t
\n\t\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t![\"\"](\"https:\/\/voittogroup.com\/wp-content\/uploads\/2026\/05\/8-1536x864.jpg\")
\t\t\t\t\t\t\t\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\t\t<\/div>\n\t\t\n\t\t\t\t\t\n\t\t\n\t\t\n\t\t\t\t\n\t\t\t\t
How Toshiba Tec Nordic built a value-driven solutions sales model that has had a measurable impact on sales, productivity, and customer satisfaction in four countries.<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t Sales Growth Following the Solution Sales Development Project<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t Improved productivity through new operating models<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t Increase in Customer Satisfaction (NPS)<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t Increase in Employee Satisfaction (eNPS)<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t In B2B sales, there\u2019s one rule that doesn\u2019t bend: if you don\u2019t influence the customer\u2019s thinking, you\u2019re competing on price<\/em>. When the customer has already decided what to buy, and the salesperson\u2019s role is limited to submitting a quote, the only differentiating factor is the number at the bottom of the quote. It\u2019s a competition where profit margins shrink every year and where even the best product won\u2019t save you. <\/p> Toshiba Tec Nordic clearly recognized these industry dynamics. The company specializes in printing environments and information management solutions, and operates in Finland, Sweden, Norway, and Denmark as part of the global Toshiba Group. Its products were competitive, its customer base was established, and its market position was strong. Instead of settling for price-based competition, as is common in the industry, the company decided to build its growth on the value it delivered to customers. <\/p> This is the story of how a strong product-sales organization was transformed into a solutions-sales organization, and why the change began with an understanding of the customer rather than the sales process.<\/p>\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\t\t<\/div>\n\t\t Toshiba Tec Nordic had all the fundamentals for growth in place: strong products, skilled employees, and satisfied customers in four countries. However, the company recognized the general dynamics of the industry: when a salesperson only gets involved at the stage when the customer requests a quote, the discussion revolves around a predefined solution. In that case, there is no room for a discussion of value, and the deal comes down to price. This is not a problem specific to a single company but rather the way the entire industry operates. <\/p> The company\u2019s management set a high goal: to build Toshiba Tec Nordic into the Group\u2019s best solution-based sales organization<\/strong>. This means not just a better version of the current model, but a fundamentally different way of engaging with customers: value-driven solution sales, where the salesperson helps the customer see opportunities before a request for proposal has even been written. The decision was made based on our strengths, not out of necessity. <\/p> To make this kind of change, we needed a partner who would have a deep understanding of both our business and our customers\u2019 needs, and who would see the change through to implementation.<\/p>\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\t\t<\/div>\n\t\t Toshiba Tec Nordic chose the Voitto Group as its partner. The key difference compared to others was their perspective: sales challenges were not treated as an isolated process issue, but rather as a matter of the company\u2019s overall corporate culture. Solution-based sales cannot emerge from a new sales model if the organization\u2019s mindset remains product-oriented. <\/p>\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\t\t<\/div>\n\t\t The collaboration was built on three pillars: first, the three-perspective model<\/strong>, a comprehensive assessment of the current state and customer insights. Based on that, the \u201cToshiba Way\u201d<\/strong>\u2014the company\u2019s own playbook for sales and customer relationship development\u2014was implemented. And third, digital transformation<\/strong>, in which the new operating model was integrated into the CRM system as part of day-to-day sales operations and management. <\/p>\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\t\t<\/div>\n\t\t Many development projects start with a solution. This one began with a question: What do Toshiba Tec Nordic\u2019s customers really need, and where does the company create value for them today?<\/em> <\/p> The three-perspective model brings together into a single picture what management sees, what the team experiences in their day-to-day work, and what the customer themselves says. Only when these three perspectives are placed side by side is the overall picture complete, and the direction of development can be chosen on a solid foundation. The assessment was intentionally designed to go much deeper than just sales processes: it covered the company\u2019s culture, expertise, and ability to deliver value to its customers. <\/p>\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\t\t<\/div>\n\t\t This is the core logic of customer understanding: change cannot be built on assumptions. When development needs arise from the customer\u2019s voice rather than from internal guesswork, every decision made thereafter is based on a solid foundation. <\/p>\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\t\t<\/div>\n\t\t+28 %<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
+19 %\n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
+14\n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
6 weeks<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
Starting point: a strong position and an ambitious goal\n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
Choosing a Partner: The Overall Organizational Culture Rather Than Just Processes\n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
Voitto Group was the only one that understood that the sales challenges were not limited to processes alone, but that a change was needed in the company\u2019s entire operations and culture. They focused intently on improving customer understanding across the entire company, which helped create a more customer-centric operating environment. \n<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
The Three-Perspective Model: The Truth About the Customer Before Any Changes Are Made\n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
Voitto Group was able to identify our customers\u2019 true needs, rather than settling for superficial answers. They dug deeper and uncovered the real development needs that we hadn\u2019t noticed before. \n<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\t\t\t\t\t\t\t\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\t\t<\/div>\n\t\t