B2B Technology Reseller
Individual conversations uncovered conflicting incentives, poor CRM visibility and a handoff process working differently from the version leadership could see.
The Result
Leadership had, for the first time, an accurate picture of why their own sales team was quietly working against itself, and a concrete set of recommendations to fix it before scaling the team further.
What we did
Ran individual, one-to-one interviews with every account manager and business development rep, mapping what each person believed the process to be. We then observed the team working and compared what people told us with what happened in practice.
The gaps between the documented process, individual accounts and the work itself were where the important findings appeared. Delivered recommendations for a unified sales-marketing process, aligned incentives, and the CRM changes needed to support it.
The difference between the documented process and the work as it happened is central to the WorkflowMind Method.
What we found
Conflicting incentives
Two roles within the same sales team were rewarded on completely different metrics. Leads got quietly bounced back and forth between them based on what protected each person's bonus, not what was best for the customer.
Poor visibility
The CRM had no dashboards and no shared visibility. Once a lead moved from one person to another, the previous person lost all further access to it.
Lack of structure
There was no structured account planning. Reviews of the pipeline happened sporadically, if at all.
Process illusions
On paper, the sales process looked like a clean, straight line. In the interviews, and in direct observation of the team at work, it was not.