![]() ![]() Luxor leaned on Silverline to develop a task force dedicated to facilitating this transformation. ![]() ![]() In particular, the Luxor team felt that Silverline had become a trusted advisor during discovery meetings, providing industry best practices and asking questions that allowed open, honest dialogue. When they began selecting a Salesforce implementation partner, they were immediately comfortable with Silverline. Luxor wanted to use Salesforce to align with the same technology that had been deployed in other EBSCO Industries companies and divisions. It was clear that to achieve the new targets, they needed a source of truth at the core of their business. The existing system was not capable of properly managing the myriad marketing creatives and programs for key marketing initiatives. There was also a lack of alignment with the IT team, which continued to strain the organization as it moved to adapt to the evolving needs of the sales and marketing teams.įinally, Luxor began implementing marketing tactics to launch new products into the market. They were not able to properly manage, process, and segment data as part of critical business processes and KPIs they were working to establish. The new sales strategy also called for more sophisticated tracking to capture metrics like customer outreach, engagement, attrition, and conversion metrics.Īs they evaluated their specific requirements for defining their processes and enhancing their tools to support them, the sales team found more limitations to the old system than they had foreseen. Luxor needed a better system that sales could fully trust, that would align the sales team and unify the organization. After years of enduring the challenges of working with a system that didn’t meet their needs, the Luxor team “finally threw their hands up”. The challengeīetween the new revenue goal, internal changes, and an uptick in business, sales management knew that if they were to succeed, they would need a system that supported the company’s growth. In turn, this created a large volume of opportunities that increased prospecting efforts. During this time, Luxor also introduced new versions of products, bringing in a higher volume of opportunities than they had experienced before. As the team continued to grow in headcount, they went through an adjustment period while they acclimated to approaching customer relationships from an account-management perspective. One of the most significant changes made was restructuring the sales team to become industry-focused instead of being divided by geographic territories. ![]()
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