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