A supplier of contact center services increases new clients revenue stream adjusting the services portfolio and the sales process according to the customer value delivery.
Despite having extensive experience and expertise in providing a variety of services to a number of selected clients, in very competitive, highly demanding sectors and complex environments, the company was not able to effectively attract new customers and diversify its client portfolio.
In addition, an underperforming commercial effectiveness despite the high number of service proposals made to prospective clients denotes lack of focus and difficulties to convey thevalue proposition.Read more...
The client started a transformation process of the business model, transitioning from generalist area managers with a high degree of autonomy to create differentiated business lines in each local office, based on specific methodology by customer segments.
Within this process the SMEs National Management Office was created, responsible for the design, implementation and monitoring of the new operational model.
The analysis of the new business line, with 250 commercial agents and 200 more planned for the short-term, resulted in the following key issues:
- Coordinators belonging to the National Management Office were focused on the fast deployment of new local offices.
- Training of the sales force in sales methodology did not involve managers and team leaders.
- Lack of visibility over the commercial activity or monitoring over the actual degree of adoption of the sales methodology
- Team leaders focused on their own sales targets, without any personal monitoring and improvement framework, leading to a vicious circle, with a long learning curve and high attrition rate and where coordinators from the National Management Office have to continuously supervise local offices.