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Flooring company

Problem‍

The advertising and production company with a revenue up to 1,2 mln faced issues: an inefficient sales structure and a lack of clients. Managers' efforts to boost sales failed, leading to demotivation and employee turnover. The absence of a structured onboarding process for new salespeople worsened the situation.

Assessment

The analysis revealed that the client was chasing revenue across multiple sales channels, each with different processes and metrics but no clear structure, causing confusion and inefficiency for managers.

Solution

After gathering key metrics, we decided to abandon an unstable sales channel that consumed more time but delivered fewer results. Focus shifted to refining the remaining channel. Rehiring a manager who had worked for over 8 years provided invaluable historical data, which we used to map "as-is" and "to-be" processes. A CRM was introduced, populated with past data, and sales scripts were developed. The new system was piloted for two months before full deployment.

Results

The sales manager was brought back to lead the sales department with increased authority. The sales team was restructured, and two experienced salespeople were hired and trained under the new system. Despite concerns about payroll, the proposed incentive system allowed for manageable costs, offering managers unlimited earnings based on their performance. Over the next six months, sales volume increased by 65%, and the conversion rate of leads to deals improved from 5% to 22%. The whole case took 6 months.

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