Case Studies: Sales Effectiveness and Operational Improvement
Our Sales Operations Practice focuses on the efficiency, productivity and return on investment from direct field sales and channel sales resources, leveraging inside sales and tele-sales functions; and developing customer, market and competitive intelligence to guide our clients operational decisions.
Automating a Complex Global Sales Process in CRM
A global OEM supplier of highly customized products wanted to streamline its sales process to improve its ability to respond to customers and prospects and drive top-line sales growth. It did through the deployment of Salesforce.com.
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Institutionalizing an Inside Sales Function
An alternative asset allocation firm in the early stages of developing an Inside Sales Function needed to institutionalize its sales process and automate it within a CRM system in preparation for future expansion. It did so through the deployment of Salesforce.com.
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Rapidly Moving to the Cloud
A multi-divisional media and information company needed to rapidly reduce its ongoing CRM costs while improving sales productivity: Adroit helped them find and implement the solution in the "Cloud" by deploying Salesforce.com.
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Defining the Sales Process
A complex sales process was creating inefficiencies and frustration for the sales force.
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Modifying the Sales Model to Accelerate Growth
A sales force focused on managing existing customer relationship needed to adapt to focusing on growth opportunities.
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Creating a Business Focused CRM Roadmap
A manufacturer of oral health care products wanted to increase the customer focused sales execution of their field sales force and inside sales organization, as well as the effectiveness of their dealers and brokers.
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Improving ROI of CRM Beyond Activity Management
A large Canadian commercial insurance brokerage firm had invested in CRM technology, but realized improved ROI by developing and automating a structured sales process within Microsoft Dynamics CRM.
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Building a Tactical CRM Roadmap
The American division of a global Japanese industrial manufacturer that traditionally sold through distributors wanted a phased strategy and plan for an SAP CRM implementation in order to gain a better understanding of their end users and maintain a profitable cost of sales and service.
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Selling Solutions and Value
A national sales team required training and sales materials to sell the value of comprehensive solutions and to stop competing exclusively based on product features and price.
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Growing Sales in Latin America
An industrial manufacturer was ready to build on domestic market dominance by expanding market share in a key global region.
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Building an Effective Inside Sales Function
Several attempts to launch an effective Inside Sales function fell short of expectations and ISRs were performing customer service activities and not making proactive outbound calls to increase sales.
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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.
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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
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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