Davis focused on two priorities: building multi-step process modeling so the platform could reflect how customers actually combine products across a production process rather than relying on single-product comparisons, and full translation and localization, since 3M’s global customers couldn’t be expected to work in English. Rather than mandating adoption, Davis built momentum through credible “super users” in each country, supported by on-demand training, subtitled videos, and just-in-time enablement. This model shifted the entire sales performance curve upward, not just the bottom tier.
The global results were substantial: an 800 basis point win rate improvement when VMAX is used, stricter internal discipline around discount requests, and, most exciting to Davis, a single global view of more than 5,000 value reports that now inform product strategy, regional benchmarking, and distributor engagement. Distributors increasingly use the tool as a calling card to open new accounts. As Davis summarizes: “What started as a way to improve value conversations evolved into a true global customer value management system.”
