6B
Advanced Materials Provider to PC, Telecom, and Industrial
Grow Sales Globally
Sales Flat to Down in Recent Years
Sales had been flat for several years and organization had turnover in CRO role
Company has no clear customer or sales segmentation
Inhibits Sales Effectivness and Focus of Where Sales Teams Spend Their Time
Critical Questions
How Can Advance Materials Co Transform Its Sales Organization, Process, Data, Tools, and Incentives to Grow Sales?
How Are Sales Leads Sourced, Gathered and Scored Today?
What is the Sales Opportunity Pipeline Process Today? What are stage gates? What Tools Are Used?
How Are Salespeople compensated?
How are Customers segmented? How often is the segmentation updated?
How does sales forecasting and revenue forecasting intersect?
Answers and Outcomes
New Lead Scoring process adopted to better convert marketing qualified leads (MQLs) to sales qualified leads (SQLs)
New Sales Opportunity Funnel needed, with new global incentive plan for sales team
New Customer Segmentation needed, with allocation of sales resources to key accounts in different countries.
New Strategic Account Planning processes needed to focus sales time on most important customers and to segment customers based on potential growth segments and industries.
Adopted and implemented Salesforce Sales Cloud to have single tool globally to track opportunities and measure opportunity splits
New sales KPIs developed and displayed on dashboards throughout the company via OLED tvs
New Chief Revenue Officer onboarded after 6 months to lead revitalized sales team
Complications
No formal lead management process, except sales spreadsheets
Multiple sales opportunity tracking processes with different metrics and incentives globally.
Weak customer segmentation to focus the sales team on most likely and meaningful customers.
Few KPIs for sales team with low frequency of updates
No capture of sales skills or competency levels.
No process to link sales forecasting and financial forecasting.
