Sales Force Effectiveness
Sales Force Effectiveness
Channel, structure, and staffing decisions have significant cost implications and drive sales performance.
We carefully analyze client go to market strategies, their channel choices, their structure and performance to help
them improve their ability to compete in increasingly competitive markets.
- A major private equity firm was experiencing sluggish retail sales growth in a portfolio
company. We analyzed the profit economics of the array of products offered in company owned
retail stores and developed a new sales incentive plan that properly
reflected the varying margins of those products. We then modified the sales management structure to reduce
cost and provide more front line selling support in the stores.
The result was significantly increased sales, improved store
margins and higher sales associate earnings.
- A prominent financial printer was struggling to realize benefits from investments in new businesses to
moderate large fluctuations in revenue and earnings generated in its core capital markets transaction-driven business.
After a comprehensive review of the operations and profit economics of each business, we made a series of recommendations
that included changes in their corporate compliance, document management, and outsourcing businesses. We then created
revised their go-to-market strategy for their annual corporate compliance business to establish more compelling value
propositions, build more productive sales channels, target under-served segments of the market, and reduce channel conflict
with their core-business. The result was a significant increase in revenue and profit from the corporate compliance business.
- A private-equity owned regional health insurer was experiencing declining premiums and membership in its commercial
group business. We reorganized the company’s sales organization to drive greater focus and accountability on results with
specific customer segments, developed more rigorous and consistent sales management practices to increase focus on pipeline
management and forecasting, and redesigned incentive plans to drive more urgency on new business and renewals. Results are not
fully known yet, but the company has turned the corner and is beginning to see growth in its group business.
- A division of a Fortune 500 healthcare services company was concerned about the level of its sales and marketing
expenses after making, but not fully integrating, a number of acquisitions over a several year period. Over a sixty day period,
we led an organization restructuring effort with senior management that redefined key account management roles, centralized
sales specialty roles, consolidated sales management, and rationalized dispersed field marketing expenses. The result was a
more nimble and focused sales organization that operates with twenty-five percent fewer expenses.