1. diagnosis of the current sales model:
The central piece of the diagnostic was the study of the deep customer needs and their experiences interacting with IT solution suppliers during the purchasing stage across the market space. We conducted 15 in-depth interviews of B2B clients, which revealed their pain points and moments of truth regarding the fulfillment of their needs. We studied both the interactions with our company and interactions with competitors. This allowed us to define the current customer journey and compare it with the existing internal sales process to identify gaps. These gaps, which were the source of the customer pain points, were reconfirmed using the results of the detailed analytics of the sales funnel.
Through zero-based design sessions with a cross-functional team, we developed a target sales model to achieve the company’s business growth ambitions. The model consisted of the target customer journey, associated internal process, supporting tools, and success monitoring metrics. We did not limit ourselves to current systems, processes, and best practices during these sessions - we developed a model “as Elon Musk would do it." We generated 300+ ideas, which we then structured into 40+ initiatives. We prioritized those initiatives and selected 5 of them for the first pilot program.
Based on 5 initiatives, we designed 13 pilots, most of which aimed to improve the customer experience and internal process optimization. Several pilots were related to developing digital tools for the interaction between the client and our employees. We set the operating model, designed the pilots, and defined the implementation team, which consisted of salespeople, production staff, marketers, and developers.
4. piloting initiatives and PREPARING for scaling-up:
We tested our hypotheses on real customers and sales teams. Some pilots confirmed the initiative's value and were scaled ahead of schedule. Two pilots were closed - the assumptions were not confirmed. The team delivered the results of the remaining pilots on time and moved to the scale-up according to plan.