Case Studies- For Sales
Reducing Sales Cycle Time
We partnered with a growing European SaaS company that was experiencing longer sales cycles and had tried ‘everything’ to reduce these. An “outside of the box” approach was needed.
We provided an entire mapping process of the sales cycle with qualitative inputs and outputs along the way. The client reduced their sales cycle time by over 60 days based on our findings and this benefitted receivables during trickier trading periods.
We have also worked with various finance, payments and BNPL clients to assist with reducing their sales cycles.
Capitalizing on Competitive Advantages
Across many industries, commoditization has occurred. Even a simple product such as scheduling has become a red ocean with many sellers trying to find the same buyers as everyone else. The problem? It makes your sales slow and less sticky.
We regularly provide a customized review of a nearest competitor (up to 5), visually mapping out the lesser known differences, and then having reviewed your standard sales approach and pitch, we identify areas of additional value that you should be selling vs your competitors.
For a SaaS communications tool based in Singapore, efficentr empowered the sales department to improve its monthly sales through a clearer understanding and emphasis of the strength of their core product, compared to their nearest competitor (a market leader). We found that their entire sales process was failing to convert due to an inefficiency in demonstrating product differences.
Reducing Non-sales and Invaluable Work
One of the biggest expenses to a sales department is the wasted time, effort and energy that is spent on minor work that does not impact your sales KPIs. In fact, our global client had high inefficiency rates due to their sales workforce handling over 25% of their daily work in invaluable non-sales related activities.
With efficientr, we visually sequenced the sales process and the activities of their sales department. This enabled our client to clearly and quickly identify where these inefficiencies were located, and to equally implement a change which resulted in sales people doing more sales work.
Overall, we reduced the non-sales activities to an acceptable level of less than 10%.
Keeping Prospects Engaged
Our international healthcare client had many prospects in their pipeline at one time. The issue? Keeping all those prospects engaged in an organic and positive way, without wasting departmental energy and resources.
Prospects matter, but your sales team cannot afford to spend the bulk of their time on engagement which produces little end result.
Once engaged, we reviewed the existing engagement cycle and provided a live visual reflection of the number of existing touchpoints. We then added context through real prospect feedback which resulted in the sales development team keeping prospects engaged in a data proven way that worked best for them.
Overall, the positive engagement rate improved by nearly a third after 6 months, which also had a critical impact on the number of prospects converted to paying clients.
