Case Studies: Sales Effectiveness and Operational Improvement
Our Sales Operations Practice focuses on the efficiency, productivity and return on investment from direct sales and channel field sales resources, building and leveraging inside sales and tele-sales functions, and developing both customer and competitive intelligence to help guide our clients.
Building an Effective Inside Sales Function
Several attempts to launch an effective Inside Sales function fell short of expectations as ISRs were performing customer service activities and not making proactive outbound calls to increase sales.
» Read full text
» Download full text
Creating a Strategic Account Sales Approach
A manufacturer that sold product primarily through distribution needed a strategic account sales strategy to create demand and support direct sales without disenfranchising their channel partners.
» Read full text
» Download full text
Developing an Effective Marketing Organization
A Marketing Organization focused on Product Management needed to be transformed to a function that could provide direction to the manufacturer's efforts to meet rapidly evolving market needs
» Read full text
» Download full text
Inside Sales Performance
The inside sales team at a mid-sized manufacturer was more focused on customer service than sales, and also needed to address a variety of tactical issues, including strategic account management, prospect targeting, tele-marketing, inside sales process, CRM tools, hiring, training and management coaching.
» Read full text
Improving the Quote to Order Process (S&OP)
The executive management team at a large food service equipment manufacturer needed to design and implement a highly measurable, Six Sigma compliant method for reducing order entry errors, improving sales numbers, and increasing customer satisfaction around their highly configured products.
» Read full text
Sales Force Effectiveness
After consolidating divisions, a manufacturing company needed its direct sales force to support--rather than to compete against--its multi-channel sales structure that included wholesalers, distributors, and the Web.
» Request full text
Customer Insight
A major manufacturing company struggling with increased competition in the marketplace and a downward turn in the business cycle wanted to increase its focus on its customers. The client had years of customer data and needed to convert that data into actionable insight on loyalty triggers, channel preference, and brand preference.
» Request full text
Strengthening the Sales Network to Increase Revenue
The client was growing through acquisition and the independent operations of each division were causing go-to-market and sales channel conflicts that were negatively impacting revenues. Driving top line growth required the entire sales network--internal field sales, manufacturer's reps, and distributors--to coordinate processes and CRM tools in order to achieve the company's ambitious growth targets.
» Request full text
Increased Inside Sales Conversion Rates
A health care wellness and disease management company poised for significant growth needed to improve the rate of sales conversions from their outbound call process, but there was little information and few metrics to analyze what was going wrong and how to solve the problem.
» Request full text
New Customer Acquisition Strategy
A chemical distribution company needed its sales team to change its focus from managing and selling to existing customers to developing and targeting new prospects to achieve market share growth.
» Request full text
Customer and Channel Partner Insight
Sales were stagnant at a mid-market manufacturing company that sold through channel partners. The client needed customer, competitive and market insight into what was hindering sales and a plan for operational change that would turn it around.
» Request full text
top
|
