Sector:

Manufacturing

Service Lines:

Customer Segmentation, Go-to-Market, Commercial Organization, Strategy Execution

Client Situation

  • A $2B global manufacturer of professional grade audio, visual and lighting products had experienced a slow down of sales growth
  • The company struggled with its commercial organization as it had a product centric model that was no longer effective in growing the business given its broad portfolio and customer buying preferences across multiple end markets
  • The client knew it had to become much more customer centric but needed help to determine the right approach and to implement it

How We Helped

  • Analyzed commercial performance and interviewed management, customers and partners to develop a fact-base and identify underlying challenges
  • Researched and defined multiple customer segments to identify growth opportunities, and to inform new model options
  • Led workshops with senior management to co-create alternative customer-centric models and sort through decision rights, governance and accountabilities
  • Designed details of preferred customer-centric model, including new and adjusted roles and job descriptions, incentives, reporting structures and governance, and Go-to-Market approach
  • Supported management with talent and placement process, change management and implementation of the new model

Result

  • Client successfully went live with the new customer centric organizational model after several months of preparations
  • Sales growth improved, reversing the slow down, within the first year
  • Internal morale improved as new career opportunities opened up and conflicts arising from the old model were resolved