The original forecasts on which the deal was done were no doubt right at the time. However once the business has settled down post-deal most people quickly realise that, although the market may well have changed since the investment was made, the need to ensure that sufficient activity of the right type takes place as early as possible has not.
Even in a market where the primary dynamic is people buying from a business rather than it having to actively sell to them wouldn't it be in everyone's interest to maximise such opportunities and ensure they deliver the best possible margin?
The early signs
Early indicators that there is scope for improvement in the way the sales operation goes about its work include:
- High cost, low return on marketing spend
- Missed forecasts
- High levels of activity but lower than expected results
- Prevalence of discounts
- Over reliance on the next big deal
- High sales staff turnover
Alternatively you may feel intuitively that something is perhaps not as good as it might be but be unable to pinpoint the root cause. After all, as we are fond of saying, 'you don't know what you don't know'.
The good news is that this is exactly the type of scenario we have a track record of turning into the major success story you always wanted.
It's also true that the earlier such a situation is diagnosed, the earlier you can begin the process of recovery and start to focus on the real reasons you did the deal in the first place!
Working with you
Although often introduced by a business's major investor we never forget who our client is and invest considerable time and effort in the early stages of any relationship to ensure you are comfortable with our approach and confident of the effect we will have on your business. We know from experience that we are only the catalysts for change: it will be sustained by your management team and the extent to which they 'buy into' any new ways of working.
