Media Sales: Increasing Revenue Capacity, What’s Next?

By: Tyler Miller Media Sales, Revenue Growth Strategy

Establishing clear pre- and post-sales roles is an important step in maximizing organizational revenue generating capacity. Every opportunity has specific processes required to identify, assess, persuade and fulfill customer demand. Each process requires a certain amount of time and energy, which are often in short supply. Once pre- and post-sales workload capacity is quantified, media sales organizations can take steps to identify and prioritize the most impactful initiatives to generate efficiency and increase capacity.

In our last article on this topic, Alexander Group discussed a case study for an integrated digital/print organization. They realized a 10 percent capacity increase within their pre-sales, post-sales support and ad operations organization. The Alexander Group worked to clarify processes and role definitions while establishing controls to ensure process adherence. As a next step, Alexander Group helped the media firm create a three-year roadmap with initiatives to improve opportunity segmentation, organizational/reporting structures, investments in technology/enablement tools and product strategy.

Low value opportunities took significant time and were restricting sales and support resources from pursuing higher-profit opportunities. The Alexander Group established opportunity segmentation criteria and aligned various tiers of offerings for the new customer segments. This ensured solutions that required a significant investment of time were dedicated to the most qualified segments. High cost resources would spend time on opportunities that mattered. This resulted in an approximate 2 percent increase in capacity expectations.

Next, Alexander Group conducted an inventory of current tools and technologies in use and identified opportunities to update or layer-in new technologies. Ideal offerings would increase both the efficiency and value-generating capabilities. As an example, the media firm was facing increased demand from their customers for metrics relating to viewability. Current reporting platforms lacked the capability to reliably produce metrics on viewability and fulfill new customer demand. The media organization was able to plan for technology upgrades through cost savings due to capacity increases.

Lastly, the cost savings enabled the media firm to plan investments in revised long-term strategic initiatives. Efficient processes and capacity management enabled the organization to invest in their ability to allocate the right resources to the right opportunities.

Most media organizations with print and digital offerings face increasing pricing pressure and decreased demand across product lines. As revenue from transactional business declines, these media firms need to find ways to optimize focus on profitable offerings that often have complex and volatile fulfillment requirements.

Co-author: Matt Bartels is a principal and leader of Alexander Group’s Media and Implementation & Change Adoption practices in the Chicago office. He is also a prolific blog writer on media industry topics.

Read the rest of the series:
Overview
Part 1
Part 2
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Tyler Miller

Tyler Miller is a consultant in the Chicago office. As a consultant, Tyler works with client leaders in sales, marketing, finance and human resources to solve revenue growth challenges. He designs and conducts fact-finding activities to understand client objectives and issues. He participates in and leads client meetings to present recommendations and consulting deliverables. Tyler manages business analyst and associate consultant resources at the Alexander Group on project engagements.


Prior to joining the Alexander Group, Tyler was a regional sales engineer for an industrial manufacturing company. He established and managed a distribution network and handled direct sales for large customers. Previously, Tyler worked as an executive recruiter, focusing on managing client relationships and creating hiring strategies for sales, marketing and engineering management teams in the industrial automation and medical device industries. He holds an MBA from the Kellogg School of Management at Northwestern University and a B.A. from Illinois Wesleyan University.


Matt Bartels

Matt Bartels is a principal in the Chicago office. Matt is a leader for the firm’s Media and Implementation & Change Adoption practices. He also has widespread experience in a variety of industries, including technology, manufacturing and health care. Matt has a proven record of working with clients to develop actionable growth-oriented strategies, go-to-customer transformations and productivity enhancements. In addition, Matt is an expert in global and domestic sales compensation design. He is a leader in the revenue growth space, and a frequent speaker and author of thought leadership content.


Prior to joining the Alexander Group, Matt was a management consultant at Deloitte and IBM Business Consulting Services. He earned his B.A. in economics from the University of Chicago and an MBA from Indiana University Kelley School of Business. Matt is also a Certified Sales Compensation Professional (CSCP), WorldatWork.


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