Our customers range from start-ups to large multi-national corporations, each one with their own specific needs. We can't list all of their success stories, but we can tell you that our customers can expect a minimum 15% sales performance improvement.
Alpha Company had been a fast growing startup, but its internal growth path combined with a maturing market contributed to business challenges that had substantially increased its selling costs and reduced its ability to sell as efficiently and effectively as possible. In the face of increasing competition from lower cost suppliers and longer sales cycles, Alpha Company’s sales team and channel partners had been giving away engineering services to unqualified prospects as a way of encouraging them to integrate Alpha’s products into their own. This was a costly problem, as the sales team and channel partners were losing valuable time pursuing prospects that were unlikely to buy. Additionally, it continually lowered the ROI for Alpha’s engineering resources. In response to higher sales expenses, Alpha Company began experimenting with new methods of deciding whether to sell direct or through a channel. This created conflicts between Alpha’s channel partners and direct sales teams, as clients were moved from the channel to direct accounts, and sometimes back again.
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Beta Company, a division of a multi-billion dollar publisher was facing the dual problem of a market shift towards new technologies and a history of growth by acquisition that had created a number of silos organizational. Beta had multiple sales teams calling on the same customers with competing and overlapping solutions which customers found to be confusing. An additional challenge was that the emergence of another non-integrated siloed team within the division that was created in response to the market’s shift toward a preference for digital media. The independence of the digital media team was creating substantial tension amongst the teams that were selling traditional printed media, inhibiting cross-selling, and frustrating the customer base. Additionally, the siloed organizational structure was not scalable and the lack of cross-selling and internal competition within customers was inhibiting revenue growth.
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Delta Company, a provider of advertising and marketing services, was suffering from flat revenue growth, and lacked the data to understand the cause. Sales leaders were having a difficult time managing the pipeline and forecasting accurately. Sales reps were spending a greater proportion of their time engaged in non-selling activities, waiting for RFPs and reacting to customer requests rather than selling proactively. A sales process had been developed in response to these issues, but front-line sales managers and sales reps were hesitant to use it, instead choosing to manage opportunities their own way. The lack of consistency around opportunity management made it impossible for sales leaders to obtain a clear view of the pipeline and focus the sales team on selling activities. Without accurate data to manage the business, senior sales leaders were unable to address and correct the problems underlying Delta’s flat revenue growth.
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Gamma Company, a distributor of medical supplies to over 1,200 hospitals and clinics historically had been able to offer its customers the lowest prices, but was finding that increasingly aggressive price competition was proving an unsustainable approach to the market. New competitors were using predatory pricing tactics to win away Gamma’s customers. Medical facilities themselves had developed the ability to negotiate directly with product manufacturers such as Johnson & Johnson, reducing the value Gamma was perceived to provide. To combat client attrition and generate new revenue, Gamma sought to offer new value-added services to its clients, but was challenged by a lack of a clear strategic direction for integrating the new services into its existing product and service base. Compounding the problem were the differing views of the company mission between the field sales offices and corporate headquarters. The field offices believed their mission was to provide clients the lowest possible price on a large number of individual transactions while corporate wanted to take a more holistic, service-based approach to reducing overall expenses across the organization.
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