A global technology organization had a double-digit growth target for a new solutions offering. However, the company recognized that the current sales process, roles and compensation structures were not clearly aligned to support the focus on solution sales.
The client needed to assess current processes, as well as identify gaps and roadblocks in closing solution opportunities. The client was looking for tactical solutions in order to define a future state sales process, rules of engagement and a sales compensation structure to motivate and incentivize sellers to focus selling both legacy core products as well as the new offerings.
The Alexander Group (AGI) conducted a current state assessment of the sales organization to identify process and job role gaps. The assessment focused on understanding the roadblock core sellers faced when trying to drive solution opportunities. Since the core sellers owned the accounts, their buy-in was critical to achieving the aggressive growth targets for the new solutions team.
AGI designed a sales process clearly highlighting roles and responsibilities to drive solution sales. In clearly defining process step owners, AGI also worked to clarify core responsibilities and rules of engagement to ensure that the organization was quickly moving opportunities through the sales process. Finally, AGI developed a sales compensation program aligned to each unique job role to drive focus on solution sales and to clarify job role profiles and rules of engagement. The design also provided details on responsibilities and key interaction points for future state roles.
The engagement resulted in a defined and actionable sales process, roles and responsibilities and a sales compensation structured to drive the new solutions team and future growth.