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Industries & Case Studies
SalesGlobe's clients include mid to large-sized companies across a range of industries including technology, manufacturing, business services, staffing, and communications and media. We pride ourselves on close working relationships, an attention to detail, and execution that turns profitable results.
Case Study: Strategy Analysis
Challenge 1: Strategy
A manufacturing company was asked by senior leadership to double in revenue within a five year period. The existing infrastructure operated in five separate business units. This led to confusion around priorities, redundant customer visits, and a lack of segmentation for key accounts.
We performed a deep-dive analysis of customer revenue, gross margin, and SKU data for the prior three years. Of the 6,500 customers, the majority of revenue was derived from the top 100 customers with limited segmentation. We identified areas of “white space” where the company had the potential to sell additional products. The company did a good job of retaining revenue with their existing customers. However, the analysis showed that new customer sales were less than 2% of revenue, which is very weak.
• Senior leadership clarified the value proposition for their target segments and customers.
• The sales organization developed Key Accounts Programs to increase the growth of the Top 100 customers.
• The sales leaders trained the sales force on all company strategies and priorities, including how to sell to new clients.
• Sales leader also introduced financial incentives for the achievement of specific priorities.
Case Study: Sales Organization Analysis
Challenge 2: Sales Organization
A manufacturing company's existing infrastructure operated in five separate business units, each with its own sales force. The result was multiple sales calls to the same customers, large geographic territories, and no cross-selling of other company products. The sales teams spent the majority of their time travelling, averaging 80 nights in a hotel each year, across at least four states.
We conducted a time allocation analysis to determine how much time was spent on selling versus non-selling activities. In addition, a customer work load analysis was completed for each sales rep. The sales teams operated in silos and were overwhelmed with number of customers and SKUs to offer. Sales resource routes were based on personal preference and proximity versus the customer potential or actual revenue.
• The sales organization restructured and redeployed based on geography to increase efficiency.
• Sales reps underwent cross-training on all of the company’s brands to promote full portfolio sales.
• Sales leaders assigned one dedicated sales person for each key customer to encourage customer penetration, strategic planning, and solution selling.