Selling Effectiveness
The client was a division of a Fortune 100 technology company providing critical IT services to a network of global clients. After years of growth and a few acquisitions, the company found itself in the midst of integrating sales teams and developing resources in supposedly more efficient ways, but performance was declining. Many believed that the sales organization had become burdened with operational tasks due to failures in other areas of the company. The client wanted BrightOrg Services to develop a detailed perspective on the barriers to growth and a recommendation for how to improve.
ILLUMINATE
Analysis was organized based on the source of data – associate interviews, survey feedback, and position-specific activity logs. Then, the key themes of the data were synthesized into areas of concentration for improvement. For associate interviews, the themes of distractors, improvement areas, and culture challenges rose to the top. Survey data enabled a detailed look at direct and indirect selling activities, segmented by the type of selling an associate was responsible for. The activity logs provided insight into actual time spent in all of the existing work of sales.
NAVIGATE
The #1 barrier to growth was that sales people were spending 20-25% of their time on “distractors”. In addition, there was a significant lack of execution from contract to client implementation, creating non-value-added work for the sales team. This was compounded by the identification of organizational confusion as to who really owned the client experience. The reality was that clients and sales were not experiencing “extra mile service” from the company. This was all happening while client expectations continued to move toward a higher touch and more consultative approach.
ACTIVATE
The client needed to create a path forward transformation plan that mobilized the organization for change based on the following elements:
– A clear vision for client experience and client leadership
– Immediate action steps to impact internal and external distractors
– Ongoing improvements in client service delivery
– Enhancement of selling capabilities
– Brand leadership in the marketplace
Results
This resulted in a major transformation of the customer support process, sales and support structure, and a focus on equipping the sales team for value-added work.
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