Case Study

FSV Tripled Demos Leading to Rise in Qualified Leads


Introduction


FSV Payment Systems provides network branded, prepaid debit card products and processing services.

Situation


FSV wanted to shift the focus from targeting large enterprise companies to a new area for growth, the small to mid-sized company. As a result, FSV’s approach to sourcing new business was in transition away from relying strictly on referrals.

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Case Study

SourceMedia Surpassed Projected Revenue by $1 Million Following Prospecting Training


Introduction


SourceMedia provides news, analysis, research, data and insights for members of the financial, professional and technology services community.

Situation


In addition to selling subscriptions of their publication, SourceMedia introduced online tools targeting financial executives. The new product, however, needed executives to agree to a demo in order for the executive to buy-in to the product. One of the bigger obstacles they faced was positioning the new product during sales calls.

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Case Study

Informatica Increases Meetings Scheduled by 20 Percent Potentially Leading to a Shorter Sales Cycle


Introduction


Informatica Corporation is an independent provider of data integration software. Their target markets include telecommunications, health care and insurance industries.

Situation


Informatica launched several product lines partnered with a marketing campaign for each. Through those campaigns the marketing department received an influx of sales leads, which the sales team then converted into opportunities. Although they were converting the leads, the sales team knew there was a better way to filter the leads to target more quality accounts.

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Case Study

MAPI Gains a Sales Process which Doubles Discovery Calls, Leading to Higher Close Rates


Introduction


The Manufacturers Alliance for Productivity and Innovation (MAPI) is a membership organization serving as the solution provider and thought leader for manufacturers.

Situation


MAPI wanted to increase their corporate membership, but needed new ways to connect the value of membership to the needs of prospective members. Without a clear sales model in place and with the primary prospecting tool being email, MAPI knew there was a better approach to achieving their goals.

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Case Study

Net 100 Gains New Sales Rep who Surpasses Seasoned Sales Professionals in Identifying $900k in New Revenue


Introduction


NET100, Ltd. installs and manages the telecommunications cabling process for new and expanding office space in the mid-Atlantic region. After using Vorsight’s Inside Sales Consulting, our client now has a high performing sales rep.

Situation


With the majority of business stemming from referrals and networking, Bill Paris of NET100 saw the benefits of a more structured process for generating new business. Initially, Vorsight trained the present sales team but upon completion, Paris realized something important. While he knew he had a good group of individuals on hand he also noticed they had little time to dedicate to working the phones to find new opportunities.

After training was complete, senior management elected to reallocate the time of the current sales team to account management. Pleased with the training, Paris sought our expertise to hire an entirely new type of sales rep responsible for sourcing new business

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Case Study

Building an Inside Sales Team- Business Intelligence Software Company Discovers New Opportunities with Vorsight’s Team of Inside Sales Consultants


Situation


Our client offers business intelligence software that is designed to act as an add-on for business users to enable them to search both structured and unstructured data to identify known and unknown data anomalies. While our client provides answers and hidden solutions to business users, they could not crack the code to getting more opportunities into their pipeline. They sought to hire an internal demand generation team to determine if there was a new marketplace for the tool in customer analytics. Our client was looking to replicate and model Vorsight’s recent college graduate meeting scheduling team and fully ramp them up with the skills needed to land opportunities in a short period of time.

Creating a New Team of Inside Sales Reps to Enter an Untapped Marketplace


While our client is an expert at finding solutions and providing superior insights, they were in search for guidance to figure out whether customer analytics was fit for the offering. Our client believed that creating a new team could prove to be the solution since they did not have a department for this division; however, they did not know where to start their search, how to find the right people, and what training the new hires would eventually need to undergo the project. Further, the current Sales Manager was inexperienced at leading a team of inside sales reps.

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Case Study

Level 3 Communications Account Management Team Increases Revenue 12.5% Following Vorsight Sales Prospecting Training


Situation


As one of the leading fiber-based communications providers, Level 3 Communications engages in delivering end-to-end networks with scalable technology and communication systems on an international scale. Vorsight trainers initially trained fifteen Inside Sales Account Managers, each managing 150-200 accounts. In many cases, these Account Managers did not have a primary point of contact for their existing billing customers; without good contacts and direct lines, the Account Managers could not even reach the customer to discuss consolidating services.

Establishing New Contacts and Building Relationships with Existing Customers


The Business Markets Group came from an acquisition that our client previously made. During the transition, the Account Managers lost touch with the primary point of contact due to turnover at the account, mergers and acquisitions, or the Account Managers were not interacting with senior enough customers in the first place. Our client wanted to increase the revenue from each of their accounts by up selling and cross selling existing customer accounts. They also wanted to go broader and deeper within each account by establishing and getting a foot in the door with other business units where they could potentially provide further services.

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Case Study

Printing and Imaging Provider Extends Services and Enters New Marketplace After Four Day Sales Prospecting Training


Situation


As one of the leading printing and imaging suppliers in the international marketplace, 98% of revenue came from channel partners selling to end users. Our client had a strong brand name and good market penetration; however they wanted to increase their revenue stream by diving deeper into their existing accounts through up-selling. They also wanted to create new business at target accounts. After utilizing Vorsight’s Sales Prospecting Training, the IPG Sales Reps were able to gather the right information about the prospects, build stronger relationships with existing customers, and close deals at new accounts.

Creating a Tag Team Effort to Up-Sell Existing Customer Accounts


While our client presumed good insights in the middle market and enterprise accounts, they had overlooked small mid-sized businesses (SMB). The IPG Sales Reps were unaware of the potential opportunities from the existing SMB customers. When it came to reaching out to this group, they lacked knowledge of the customer’s utilization of their service. Once the customer was on the phone, they did not have the necessary information to push other offerings. Further, our client did not know how to reach the SMBs and they did not know how to gather the right information to talk to the SMBs. The IPG Sales Reps’ goal became to understand and initiate a tag team effort to get the sale.

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Case Study

Professional Services Firm Attributes $1 Million in Revenue To Each Vorsight Workshop Day


Situation


Our client is a professional service firm that leads a network of experts. The client was experiencing trouble creating new business with their existing 30 second pitch. In addition, the sales reps were unsure how to handle meeting scheduling objections.

Management Directive Causes Sales Shake‐up


With operating revenue in excess of $200 million dollars annually, most of their business came from renewals and referrals. Though financial results were historically strong, senior management realized that a new focus on business development would result in far stronger revenue numbers. The Managing Director of Sales recognized that his team needed to improve their skills to generate new introductory meetings. He brought in Vorsight because he knew that cold calling Wall Street and Fortune 500 executives required a specialized skill set.

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Case Study

Premium Workforce Management Company Adds $10M to Regional Pipeline in Four Months with Vorsight Sales Prospecting Training


Situation


We worked with thirty seasoned sales representatives to help our client discover new tools, tips, tricks, tactics, templates and techniques for getting in the door (referred to as our Six T's). These sales representatives had extensive experience in the industry, but many had not been cold calling for some time.

Leads from Marketing – “Dialing for Dollars” Mistake


Our client was in a fortunate position to have a strong marketing engine that was supplying the sales team with a steady pipeline of leads. However, the sales team was having trouble because these leads were often potential users of the product and not senior executives who could make an enterprise-wide buying decision. The team was getting bogged down in “dialing for dollars” from the leads supplied by marketing and needed some new skills and tactics to be able to take leads from marketing and convert them to qualified opportunities.

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Case Study

Fortune 50 Telecom's SMB End to End Sales Team Drastically Improves Performance with Vorsight's Sales Prospecting Training


Situation


A Fortune 50 wireless telecom company has a dedicated SMB sales team comprised of 60 Business Account Executives (BAEs) targeting Rust Belt companies ranging from 4-400 employees. This group is looking to become the sole provider for all wireless services (i.e. mobile service, push to talk, air cards, etc.) for the companies in Midwest region.

Midwest Region Not Hitting Sales Quota


Each rep carries a quota of 75 new lines per month; the actual average in their territory was 45 lines per month. Because of this, the region experienced flat line revenue projections for Q4 2008 and beyond. Management realized that these experienced sales professionals were fully capable of closing business; however, the team had difficulty filling the front end of their sales pipelines with qualified meetings.

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Case Study

Professional Services Firm Attributes $5 Million in Revenue to Vorsight’s Sales Appointments


Situation


Our client is a cross-industry professional services firm that manages a worldwide network of experts. They operate under the premise that answers to difficult questions aren’t written down but rather reside in the minds of the frontline industry and academic experts. They connect their clients to these experts to address any tough business challenge. With 15 offices globally, they need to generate new business on a massive scale.

New Initiative Needed Structure


After the third year of working with Vorsight, this client launched a new initiative to penetrate the Life Sciences sector. With a very aggressive revenue target for 2008 they quickly ramped this sales team to six new salespeople, each needing Vorsight support.

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Case Study

Management Consulting Firm Shortens Sales Cycle From Nine Months to Four Months


Situation


Our client manages a talent pool of roughly 700 independent professionals (IP). The IPs have at least three-five years of experience at the top of a white-glove management consulting firm, as well as experience as line managers in a specific functional area. The Zurich-based firm was founded six years ago by two former McKinsey partners who noticed a growing need from their clients for specialized experts on smaller-scale projects. Recently, senior management made a strategic decision to expand to the United States.

U.S. Branch Failing to Hit Sales Goal


While our client’s revenue had historically been strong, the newly-opened U.S. headquarters had yet to realize their full potential and match the success of their overseas counterparts. Because the client had a strong brand name in Europe, they were able to drive business almost exclusively through farming existing accounts and referrals. However, the client was relatively unknown in the U.S.; thus senior management realized that they needed a new approach to ensure the long-term viability of the new initiative.

Their challenge was exacerbated by the fact that their salespeople were also tasked with recruiting new IPs to the talent pool as well as client delivery. Their already hectic schedules made it almost impossible for them to find any time to act as hunters and engage in new business development.

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Case Study

Washington DC Professional Services Firm Increases Market Penetration Nearly 20%


Situation


Our client provides Councils that support senior executives in emerging markets, helping them to share insights and experiences with their peers in order to address similar business challenges. Our client utilized Vorsight to secure their sales appointments for one year. They made the decision to in source this function to improve market penetration from 60% to 80% −no easy feat.

New Sales Team Needed Structure


The company hired promising new inside sales people, all in need of business-to-business inside sales experience in their new roles. The new sales team needed to learn how to best use their CRM tool for organizing the inside sales process. Our client's management recognized that they had to make changes fast in order to make this new team successful in meeting their sales objectives.

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Case Study

FedSources Doubles Their Number of Scheduled Demos One Week After Vorsight Training


Situation


FedSources, a Washington Management Group company, provides in-depth market intelligence, analysis and consulting services for companies who sell to the federal government. FedSources wanted to increase sales of their business intelligence service, so they tasked their new head of market intelligence, Tom Miller, to re-energize and increase the size of the sales team.

New Team Needed Phone Skills - Fast


Tom gave his new 13-person sales team leads from the company’s web site, events and tradeshows, as well as direct marketing campaigns. Tom worked with his team as they made their calls, and was concerned that they needed to quickly ramp up their sales skills in order to meet revenue goals.

The Dreaded Cold Call


Cold calling is not a pleasant exercise for even seasoned sales professionals, but when a team is new, it can be downright intimidating. Tom knew that his sales team would gain confidence if they knew how to prepare for each call. This meant conducting efficient company and contact research utilizing their CRM and the Internet.

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