Aligning to Decision Journeys
Team structure and roles must drive sales and service motions that help buyers buy.
Team structure and roles must drive sales and service motions that help buyers buy.
Clearly defined roles minimize unnecessary handoffs and dedicate the right resources to the right accounts.
Regular analysis of required resources ensures optimal engagement and service for each customer segment.
Cost-effective sales compensation plans and targeted sales model investments should motivate sellers.
Wiley is a global leader in research and education. Their content, platforms, and services help researchers, learners, institutions, and corporations achieve their goals in an ever-changing world. Wiley needed to rethink the Library team’s go-to-market model in response to the pivotal, global rise in open publishing.
We were selected to analyze the Library team’s customer base to determine go-to-market model options that would deliver high value engagements, especially for customers interested in Open Access ("OA") agreements. This required a fundamental shift in the structure and pricing of peer-reviewed academic research.
Our work helped the Library team identify ways to optimize revenue while aligning the right sales and service behaviors for customers navigating their own research and publishing journeys.
IHG has a global portfolio of hospitality brands spanning 4,400 hotels across 100 countries. IHG’s sales team positions their products to a diverse set of B2B customers seeking meeting space and corporate travel agreements. In response to changing markets, IHG sought to elevate its sales force and processes to support both on-property and corporate salespeople.
We were engaged to assess the alignment of their global sales organization, go-to-market strategy, org design, and pipeline culture. This work included analyzing their 1000+ tiered customer base to define a new go-to-market strategy and org design to maximize revenue and customer value. We also re-architected their sales structure and accounts/territories to align resources against market and account potential. Finally, this engagement deployed a “Way of Sales” insight-based sales methodology.
As result, IHG saw accelerated growth in their key segments. Additionally, key global sales leaders felt confident in their properties and energized by the selling story we created together.
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