Opportunity  | This <$500M valve manufacturer with locations in 15 countries was experiencing flat growth and losing market share on both MRO orders and capital intensive projects. Its goal was to align sales teams around sector and concentrate on key EPC firms to improve win-rates on large deals. However, the company’s geographic organization resulted in improper allocation of its sales roles. Further, the sales process was not well-defined and sales teams were spending too much time on customer service and not taking a solution-selling mindset to its customer’s challenges.

Approach  | To address these issues, we:

  • Analyzed customer, sales and market data to understand landscape and determine business priorities and customers to focus on
  • Assessed operating model and channels to develop a new sales organization structure
  • Conducted a sales role assessment and outlined the sales process
  • Facilitated executive workshops to review analysis and preliminary recommendations and then incorporated feedback to the finalized approach
  • Supported change management and communication initiatives

Results |  This valve manufacturer increased bookings by over 10%. The new processes improved customer segmentation and role clarity. In turn, these improvements created a noticeable increase in the sales pipeline for capital projects and better MRO reorder rates.

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