Background: This multi-national Corporation had three significant divisions, with an additional division defined by
a three-year-old acquisition. This fourth division produced the highest margin, yet lowest revenue of the four. Revenue distribution was skewed by
two large clients and concentrated in small areas of the organizations. The sales force was fragmented, with little international coordination and
a very high turnover rate. Differentiation from competitors and alignment with customers and the market was minimal. The division was ultimately
receiving little attention and investment from the Corporation. This environment resulted in low customer growth, an opportunistic new client
acquisition approach, little to no interaction with the other divisions and diminishing margins and revenue.
Solution: An analysis was completed identifying a structured approach to: position and strengthen relationships with
customers; rebuild the sales force and sales process with a solution selling approach and proper incentive structure; and integrate with the other
three divisions, leveraging resources and branding, creating cross-selling opportunities. Sales tools, including project case studies crossfunctional
"deal teams", creating organizational support to approach strategic opportunities and outside relationships were established. Relationships with
Third Party Intermediaries were redefined, producing market segment alignment. Existing customers and sales force were organized by business domain,
to produce a corporate-wide solution-selling environment.
Result: This division is now fully integrated within the Corporation, marketing, delivery and sales. As a direct result
of the integration and processes, margin levels have been stabilized, with higher margin now being realized in the more commodity-like divisions.
Immediate results were realized within the customer base as a significant new opportunity was identified and closed, broadening the footprint within
a client, utilizing resources and skill sets from the integrated divisions. The incentive program is now implemented corporate-wide and a solid
process for reliable approach to forecasting and process for negotiating and closing are firmly in place. Revenue realization, margin levels and
revenue projections for the corporation are now more accurate and the sales force is well established and growing.
