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Case Study

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Complete sales model redesign with a focus on servicing the right customers at the right frequency with the right messages to drive ranging and volume uptake at a lower cost-to-serve

Business challenge

Our client sought to improve revenue and reduce sales costs through developing and implementing a new service model and tools that would better service their customers and turn around performance.

Context

A manufacturer and supplier of naturopathic products.

They had been underperforming in the market for a number of years and yielding poor returns on their sales force investment.

Business impact

0%

reduction in cost of sales team

0%

increase in call rate

0%

reduction in cost per call

0%

revenue uplift

Solution

Top Line Solution

Restructure the sales team and call rates based on a new customer segmentation method

  • Implement new sales team structure incentive plan
  • Establish new telesales channel

Embed new sales MOS and cascaded reviews

  • Shift from ineffective 'check-ins' to more targeted specific sales conversations in structured meetings
  • Provide insights that allowed sales teams to prioritise their time investment each week

Create tailored dashboards with the ability to drill down and identify levers for underperformance (e.g. churn, ranging issue, volume issue, etc.) enabling proactive corrective action where needed

Develop a sales training roadmap

We are now thinking about our sales team completely differently – and that’s a good thing!

CEO

Key Takeaway

A sales force is an asset with scarcity – people plus time – so it is vital to ensure the value of that time is maximised.

Critical to this is ensuring the sales team are armed with rich insights to have very targeted conversations based on real data.

LeftConsumer Goods and Retail LeftContinuous Improvement