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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