Developing a Unified Go-to-Market Strategy for a Global Information Services Company
Born through acquisitions, the newly formed Compliance Solutions unit had disparate sales teams that were not optimally aligned to the market opportunity. For example, the greatest number of sellers covered a declining market, while another market with faster growth had less coverage.
Our client wanted to optimize coverage in a way that made sense in terms of channel economics (e.g., Inside sales team) and market segment potential. They also recognized opportunities to more effectively leverage partners and an Inside team in the future.
Symmetrics Group Approach
First, we reviewed the current state of the client’s go-to-market/sales strategy and identified gaps and opportunities through a combination of quantitative (e.g., data analysis, comparison to benchmarks, time spend survey) and qualitative (e.g., sales interviews, qualitative feedback on sales force survey) methods. We compared our client to relevant external benchmarks and selling models, while looking to optimize the organizational structure, sizing, roles, and responsibilities to drive cross selling and a rationalized structure.
Next, we developed a gap analysis of needs across each of the major areas of our “Way of Sales” model: structure, processes, tools, skills, compensation, metrics, and sales management. We included a gap analysis around individual role capabilities. We facilitated sessions with management around future-state role capabilities that were needed to execute the new go-to-market model.
Finally, we identified programs and initiatives to optimize the go-to-market model, while developing a roadmap and prioritization model to help evaluate timing, sequence and value of our recommendations.
At the time of writing, the Company had begun executing our recommendations around org model, sizing, and roles. The recommendations were aligned with the client’s 3-year strategic plan, which we had not seen before crafting ours. Our analysis, approach, and recommendations were well received by the CEO of the $1.2B GRC (Governance, Risk, Compliance) division.
“Symmetrics Group provided a strong deliverable that the CEO had high confidence in. We realigned the sales team and the change management process went very smoothly because Symmetrics engaged everyone to determine the best solution for our team.’’
Head of Marketing & Sales,
The Multigenerational Sales Team
More effectively leverage talent across generations who think, sell, and buy in vastly different ways and overcome generational obstacles to drive improvements in both individual and organizational performance.