Customers are dealing with tighter budgets and some business services are becoming discretionary purchases (varies by type of service, of course). The sales challenges for most Business Services companies are significant—ROI thresholds are higher and in many cases the decision maker is now a more senior person within the company (who may be unknown to the company’s sales force).
As Business Services companies try to raise their game to match the challenging selling environment, they need to segment their customers, focus the sales and marketing organizations on the most fertile ground, shape their messages to each customer segment and find ways to deal with customer back pressure on pricing.
What messages need reshaping? Are sales teams prepared and trained to deal with changed customer behaviors? Are sales tools sufficient? Is account planning adequate? Are pricing policies and practices and guidance sufficient to win business and protect margins now…and in the future?
Using our proprietary tools and experience we quickly identify the most pragmatic steps for improving revenue performance within the context of these market challenges. Our suggestions can then be implemented, either by the company or with our help, to move the dial in the areas of lead generation, win rate, customer retention, cross selling and/or pricing.
In-depth market interviews and research identified significant changes in buyer values leading to an actionable new growth strategy for European operations and a doubling of the revenue growth rate.
Our guidance helped a private equity firm avoid a potentially costly acquisition after we identified future revenue threats, including likely customer attrition and senior-level sales force turnover.
We achieved immediate growth while developing longer term improvement programs by identifying and prioritizing short term revenue opportunities to mitigate negative effects of selling disparate brands through major retailers.
A combination of companies with complementary services led to an integrated offering, a central sales organization and a single point of contact. But revenue fell significantly below targets and the owner requested our help. A revamped go-to-market model aligning the sales force with the buyers of the unique components and new referral incentives produced a quick turn-around in performance.