A market leader in business services recently acquired two smaller firms to expand their portfolio of services into an end-to-end customer offering. The three sales forces were combined to provide a single point of contact for customers. But they were falling significantly short of their revenue aspirations and were losing market share to competitors in each service area. We evaluated the company’s sales approach and found that each component of the integrated offering had unique buyers with significant divergence in buyer values and decision processes. We recommended major changes to the go-to-market model to focus on cross-selling instead of a bundled offering.
Penetrating existing customers requires fewer resources and frequently has greater potential to yield additional revenue than hunting for new customers. Management teams cannot assume cross selling and customer retention happens “naturally”. They need to ask several critical questions:

If you believe there may be opportunities to improve your revenues through better cross selling or customer retention practices please contact us and tap into our experience and expertise.