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:
1. Media Ad Sales Study – How are you addressing key trends, taking advantage of best practices and deploying new sales models?