B2B Sales Model Case Study

B2B Sales target operating model for ASX100 listed Digital Media & Advertising organisation

Problem

  • Commercial risk resulting from the sale team’s heavy reliance on selling the core product with a limited focus on selling the secondary products.
  • Although the secondary products had a lower yield, there was a much higher propensity for regular, repeat sales, helping to create a de-risked and more consistent revenue stream.
  • Inefficient processes to service and sell products to customers, with significant administration and non-value-added activity necessary to complete sales.
  • No segmentation of customers based on value and potential, resulting in sub-optimal marketing effectiveness and account management effort
  • 70% of customers were managed by a dedicated field B2B Account Manager (AM) although the economics of this expensive sales structure did not add up.
  • Limited field territory reviews and no geographic optimisation used to set AM territories. Large variation in the # of accounts per account manager across states and territories.

Solution

  • Developed customer segmentation model based on customer value and potential for future revenue growth
  • Designed new target operating model and readiness plan for organisational restructure. Focus was on developing a telephone-based account management and sales model to manage the lower value customer segments
  • Engineered a LEAN New Business application process for customers applying for a new account. Used agile development to build automated workflows in Zendesk.
  • CRM customisation in readiness for redesigned processes and operating model.
  • Removed redundant fields and non-critical steps from customer online form
  • Operational readiness execution for the organisational restructures

Outcome

  • 5year NPV >$2M resulting from increased sales of secondary products and the reduced cost-base from org restructuring.
  • Reduced the New Business application cycle time from >5 days to ~1day, now faster than their main competitor.
  • 15% increase in the number of customers actively account managed (ie. managing more on a significantly lower cost base).
  • 30% increase in the number of customers visits by account managers resulting from reduced drive time for field AM’s and increased use of telephone-based sales AM’s that can manage larger workloads.
  • Greater use of digital technology channels (video conferencing, screen sharing…) to maintain customer sentiment for those customers no longer managed face-to-face