Case Study Spotlight
Baush + Lomb Sees Increased Revenue with Optimized Call Strategy
“In terms of profitability, even the smallest of improvements translates to meaningful dollars to the bottom line. The team from Alexander Group showed us how to get the most from our sales strategy.” Aldo Zucaro – Director of Commercial Strategy and Insights, Bausch + Lomb
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Blue Coat Systems Inc. sells hardware and software for securing Web communications and delivering enterprise applications over wide area networks (WANs). They wanted to enable their channel partners to do more independent selling and transition from a product-focused to a solution-selling approach.
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Quest Software builds IT system management software products to simplify and reduce the cost of managing IT, and their 100,000+ global customer list includes the Top 10 companies in most industry sectors. The VP of Global Marketing needed to know more about those customers – who are they, what are their needs, how do they buy, who holds the budget?
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A leading telecommunications company’s business was shifting from voice to video communications. As a result, their sales cycle was also transforming from a transactional sales model with IT buyers, to a solution sales model with business buyers.
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At a leading media network the majority of revenue associated with traditional ad sales had rapidly shifted to interactive and on-demand marketing.
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A worldwide leader in networking technology and high tech hardware was transitioning from a product focused sales strategy to one of architectural, solution selling.
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This distribution company was experiencing declining year-over-year growth. Individual sales representatives were responsible for building their own base of business, and their compensation increased and decreased with the growth of their territory.
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This digital media technology company sells products and solutions through multiple channels, including a global network of independent distributors, value-added resellers, dealers and retailers.
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In the wake of a major acquisition, a leading technology hardware company had increased their sales organization to more than 2,800 account management, technical sales and first-line sales management resources.
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A division of the U.S. sales organization at Bausch + Lomb wanted to apply the same visionary ideas to their sales strategy as they do to eye health.
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A large provider of business intelligence services in the global financial information services industry doubled the size of its sales force by acquiring a competitor.
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To keep pace with quickly diversifying media markets across the US, a leading cable entertainment and broadband services provider had developed multiple products to augment its traditional spot ad sales and better compete with more accountable media, such as internet advertising.
