Making sales into a science reveals hidden demand
The board of a national manufacturing company were unsure how to respond to stagnant sales – was it just a flattening of the market or were there levers that could be pulled to restart sales growth.
The crux of the problem was that the company’s legacy salesforce had, overtime, transitioned themselves from being aggressive hunters to being well-fed gathers. Operating under the assumption they held a dominant market share, the sales team focused their efforts on relationship management and more specifically lower value tasks such as operational issue resolution.
Bringing science back to sales
Barcley analysis revealed that far from having perfect client relationships that significant areas of opportunity existed for the sales force to drive margin in existing accounts. This included the correction of historical pricing anomalies, alignment of pricing to customer value and targeting of under-penetrated product groups.
Beyond an internal review, market analysis identified a range of adjacent sub-sectors that had yet to be addressed by the organisation and which offered attractive margin and growth profiles.
Barcley worked with the manufacturers executive team to overhaul salesforce processes and tools. By introducing detailed customer plans, call sheets and KPIS the organisation was able to guide the salesforce towards more acquisition focused objectives. The program was enabled by new salesforce training, customer analytics and senior mentorship aimed at fast-tracking the proposed changes.