Top line sales

Objectives

• SME was struggling to achieve sales targets for the past twenty-four months. They had a large team of experience sales reps, but they had been missing their targets by 10%. Company had been considering redundancies to make up for the losses over recent months but wanted help to delve into the issues preventing sales.

Solution

• Through discovery sessions and using tools such as DILO’s (day in the life of) and mapping activities of the sales organisation it was identified that sales were spending too much time on non-customer facing activities such as Backoffice admin work.
• No defined strategy and execution model in place to manage accounts, so customers had been getting inconsistent experiences and dealing with multiple people. This created lots of waste in the business processes.
  
  

OUTCOME

• It was evident that a lot of time was being spent on non-sales activity, therefore it lead us to review the support organisation to see how we could remodel the customer journey and review the cost to serve model.
• Restructure of the support organisation to better serve the front-line staff.
• Comprehensive business process mapping to decouple low risk, no customer touchpoint processes to move them to a shared service centre.
• Freed up 20% of the sales rep time to focus on selling and therefore re-gain lost sales.