Reverse decline in sales for a national telco business
Business Profile
A national division of a global telecommunications major with a focus on Small and Medium Sized Enterprises (SME) as well as Small Office, Home Office (SoHo) customers. With sales revenues of several hundred million Euros and a large multi-channel sales and marketing operation.
Business Challenge
The main challenges were to:
- halt the decline in sales revenues within an extremely short time frame of three months
- go on to grow revenues and profitability in line with the sponsor’s highly ambitious goals for the SME market
- open up new channels, such as online
What we did
In order to meet these challenges we:
- deployed an interim manager as acting Vice President of the Division
- restructured the divisional leadership team and focussed them on specific operational goals
- established a sales task force to prioritise short term “fixes” in demand generation and sales capture
- in parallel created another task force to create an iconic proposition – in record time – to win a major share of the market
- created a new online operation from scratch
- opened up new distribution channels with a series of national channel agreements
- established new incentive schemes
Business Impact
The sales task force was highly successful in reversing the previous decline in sales, and indeed came in ahead of target. This provided a breathing space for the new “iconic” proposition to be developed and launched. Key achievements were:
- sales decline reversed and target achieved (converting a month on month decline of 7% to a growth of 23%)
- a new “iconic” proposition was launched, going on to win the industry’s “Innovation of the Year” award. The proposition became the most highly successful and profitable product in the company’s history.
- a new online b2b channel was developed and launched in a fifth of the time originally envisaged improving cost of sale significantly
- costs of the division were reduced by careful management of expenditures
Testimonial
“I liked what they did, and how they did it. It was also fun: the energy was infectious and enabled us to drive change in a way we just couldn’t have done. It’s now time for us to think about another “iconic” proposition again!” – MD, European Telecoms Enterprise