[Case Study] A 17% Increase in Revenues
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Sales models for many large companies have become more complex and less efficient, putting pressure on profit margins. Half of these companies had increasing sales and marketing expenses as a percentage of revenues over the period, or they failed to demonstrate the scale benefits that one would expect from their growing size. A lot still run with a current sales models that have been plagued with a creeping complexity and are not keeping pace with shifts in customer priorities.
The below report describes the impact of deploying a new holistic shift within the Sales Model at one of our client, an exercise that aided in more than 17% overall increase in sales.
Through this report we strive to reflect HEED philosophy and methodology followed when tackling any project, as we believe it is a key factor for the success of all our engagements.
Our understanding that 80% of developing the right solution resides in understanding the root causes of the problem and sales challenges. The later which could be best described like an iceberg, where the real problems lie below the surface of water and requires a detailed investigation that would lead to enduring success.
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Latest Insights
Ensuring your business’ survival, let alone its development, has been no easy feat. It’s likely that many businesses like yours have had to make some tough decisions to stay afloat. As you look to the future, you’ll have many decisions to make regarding your business development. There’s no doubt that some of the major economic changes we’ve seen are here to stay. But there are changes that you can implement that will improve your bottom line and make the going more worthy.
One of the major strategies that have proven records of success in many industries is the land-and-expand sales model which aims to increase conversion rate and boost sales numbers. Keep reading as we dive into what land-and-expand can do for your business and how to adapt your processes to this model.
Companies are being forced to adjust their business models and adapt to the new market reality as a result of digital transformation. What’s remarkable about this is that the transformation isn’t driven by businesses, but rather it’s directed by the customer.
The internet gave customers access to relevant information at any time, anywhere, and in the format and device of their preference. Thus, the customer journey dictates different strategies for businesses to keep up with this new kind of “always-connected” customer. Businesses must embrace technology in order to provide an exceptional customer experience, that’s one perspective of the story.
Over the past decade, the evolution of customer purchasing behavior has significantly led to a growing preference for online shopping. Yet, most organizations could not complement their offline sales channels with the digital ones up until the pandemic hit in 2020, and organizations were left with no choice.
Account management-based companies have always valued the importance of client categorization and evaluation; however, determining the optimal way to do that remains evasive. Technology is overtaking the account management sales world; thus, more companies are relying on automating business processes. While the use of technology is no longer viewed as an accelerator, rather as a core component of business, it should not outweigh client centricity. Particularly in companies that rely on post-sales account managers to manage and nurture relationships with accounts – to retain and increase revenue from them. The objective then is to place client centricity at the center and create digital initiatives that facilitate this centricity.
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