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Sales Transformation

Shake it up


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Shifting market landscapes and rising customer expectations are disrupting how organizations do business. One of the biggest challenges is managing sales interactions across multiple channels in a consistent and integrated way. Another challenge is serving complex global networks of customers as they grow and expand into new markets. Also, with the vast amount of data that customers now have at their fingertips, competitive pressures and comparison shopping are at an all-time high. Powerful new tools such as social business and mobile can help address these challenges and create additional sales opportunities, but many organizations are still searching for better ways to use them.

At Deloitte, we have the breadth, depth and end-to-end business capabilities to help sales organizations address a vast spectrum of challenges. From developing channel strategies to designing incentive plans and implementing technology solutions, our teams can help increase the overall effectiveness and impact of the sales function. Learn more about the offering.

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Confronting the challenge
Today’s customers are savvier than ever and reserve their loyalty for businesses that provide consistent and positive customer interactions globally, across many channels. Yet, according to a recent Gartner report, “many multichannel organizations use separate and siloed sales processes, based on the channel, to bring their product offerings to the customer. This can result in an inconsistent customer experience, and many fail to facilitate a cross-channel sales path.1

How we can help

Our sales transformation capabilities can help organizations tackle some of their toughest challenges and get ahead of the competition. Whether the task is to develop a new go-to-market strategy or implement an innovative technology infrastructure, we can help clients in their efforts to achieve higher growth, profitability, market share and productivity – as well as increased differentiation in the marketplace.

We offer services across the spectrum of CRM and ERP technologies – including SAP, Salesforce.com, Oracle and Microsoft – to help facilitate the effective implementation sales strategies. Specific focus areas include:

  • Lead management
  • Account management & planning
  • Contact management
  • Opportunity management
  • Partner relationship management
  • Sales pipeline

Bottom-line benefits

  • Elevated growth through higher sales traffic, unit volumes, average order size and purchase frequency – as well as faster adoption rates for new product launches.
  • Improved profitability with lower costs for acquiring new customers, greater return on investment, higher sales through cost-effective customer referrals and reduced price sensitivity.
  • Expanded market share by establishing market leadership through higher brand value and recognition. Converting more customers into brand advocates, resulting in higher net promoter scores and a larger share-of-wallet across multiple sales channels and touch points.
  • Enhanced productivity through more efficient sales operations, processes and enabling technologies that can improve conversion rates and reduce the level of effort required to pursue sales prospects and leads.
  • Increased differentiation by creating more lock-in with new customers and building entry barriers for new competitors.
  • Sustained performance through customers that are more satisfied and loyal, stay with the company longer, and are more receptive to cross-selling and up-selling.

Four ways to get more value now

Understand areas you can improve. Identify process gaps and improvement opportunities by analyzing industry and competitor leading practices.

Build a business case. Many projects start off believing "there's no need to build a business case - we all know this is the right thing to do." It is critical to define the business objectives and targets – and assign business owners – from the very beginning of the sales transformation.

Don’t get carried away with standardization. Customer segments vary. The sales force will likely reject the solution if it is limited to standard processes and tools that prevent them from addressing the specific requirements of different segments.

Let business needs drive the solution. Select a tool based on the business processes that need to be supported. Don’t let technology dictate your decision.

Sales Transformation in action

  • A leading industry software publisher needed to reassess the go-to-market strategy for its indirect vs. direct channels and determine the appropriate portfolio of investments. Deloitte helped assess the current cross-channel management approach, evaluate whether it could support the company’s growth objectives, and identify opportunities to achieve the objectives. We blueprinted a channel program for the United States designed to be tailored and extended globally. Also, we assessed the value of partner-specific investment programs and direct vs. indirect channel investments.
  • A leading satellite radio provider had a commission process that required significant manual processing and could not handle payments for all types of partners, such as OEMs. The partner payment process lacked documentation around controls, roles/responsibilities, segregation of duties and accountability. Also, the company’s IT systems had significant issues with data quality, integrity and sourcing. Deloitte helped replace the existing commission system with an automated solution that could help the company meet its aggressive business and sales objectives.
  • A prominent bank in the U.S. lacked a cohesive selling approach across its three main business units. The business units operated in silos, despite targeting similar segments, sharing clients and having significant overlap in their product/service offerings. Deloitte helped develop a go-to market strategy and new sales model to leverage resources across all three business units, including a consistent selling message for service offerings and clients. The resulting process allows the company to identify cross-selling opportunities more quickly, and reduces the barriers to collaboration across business units.

1 Gartner, Inc., “Hype Cycle for Retail Technologies, 2012,” Robert Hetu, July 27, 2012.

As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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